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2026 Proxy Statement | 3 |

March 25, 2026 Dear Shareholders, On behalf of the Board of Directors, we are pleased to invite you to attend 3M’s Annual Meeting of Shareholders on Tuesday, May 12, 2026, at 8:30 a.m. CDT. The 2026 meeting will be held exclusively online at www.virtualshareholdermeeting.com/MMM2026 enabling all shareholders to participate from any location. In 2025, we delivered strong results and are tracking ahead of the three-year commitments made at our Investor Day in February. We strengthened top-line performance and improved operational execution. We generated robust free cash flow and maintained disciplined capital deployment, returning $4.8 billion to shareholders through dividends and share repurchases. We also continued to invest in long-term value creation. Our R&D investments led to 284 new product introductions (up 68% from 2024) and a double-digit increase in new product sales – indicating that innovation has made a strong resurgence at 3M. These achievements reinforce that the 3M Excellence model is delivering results. Looking ahead, we remain focused on driving organic growth, enhancing operational performance, and deploying capital effectively. We will sharpen execution, advance commercial excellence, and continue investing in innovation that meets customer needs. We will also maintain a disciplined approach to portfolio management, concentrating on markets where 3M is well positioned to win. We see substantial opportunities ahead and are committed to building on our progress to position 3M for sustained success. We would like to thank and recognize Greg Page, who retired from the Board in August 2025 after more than eight years of service; and David Dillon, who has served on the Board for more than ten years and will not stand for reelection after reaching the Board’s mandatory retirement age. We are grateful for their leadership and many contributions to 3M. We also welcome Neil Mitchill, who joined the Board in February 2026 and will be standing for election at the Annual Meeting. We hope you will join the Annual Meeting, which provides an important opportunity to vote on the matters described in the accompanying Notice of Annual Meeting and Proxy Statement. Shareholders may submit questions in advance by using their 16-digit control number to access www.proxyvote.com. For details on how to attend the meeting, please refer to “Participating in the annual meeting” Your vote is important. Whether or not you plan to attend the Annual Meeting, please vote as soon as possible. You may vote your proxy online, by telephone, or, if this Proxy Statement was mailed to you, by completing and mailing the enclosed proxy card. Please review the instructions on the proxy card or the electronic proxy material delivery notice regarding each of these voting options. Thank you for being a 3M shareholder and for your continued support. | ||||
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Sincerely, ![]() William M. Brown Chairman and Chief Executive Officer | ||||
![]() James R. Fitterling Lead Independent Director | ||||
2026 Proxy Statement | 4 |

![]() | Time and Date 8:30 a.m., Central Daylight Time Tuesday, May 12, 2026 | ||
![]() | Where Virtual only at www.virtualshareholder meeting.com/MMM2026 | ||
How to vote Whether or not you plan to attend the virtual Annual Meeting, please vote your proxy by using the Internet or telephone as further explained in this Proxy Statement or by filling in, signing, dating, and mailing a proxy card. | |||
![]() | By Telephone In the U.S. or Canada, you may vote your shares toll-free by calling 1-800-690-6903. | ||
![]() | By Internet You may vote your shares online at www.proxyvote.com. | ||
![]() | By Mail You may vote by mail by marking, dating, and signing your proxy card or voting instruction form and returning it in the postage- paid envelope. | ||
![]() | By Online Voting You may vote online at the virtual Annual Meeting. | ||
Important Notice regarding the availability of proxy materials for the Annual Meeting of Shareholders to be held on May 12, 2026. The Notice of Annual Meeting, Proxy Statement, and 2025 Annual Report are available at www.proxyvote.com. Enter the 16-digit control number located in the box next to the arrow on the Notice of Internet Availability of Proxy Materials or proxy card to view these materials. THIS PROXY STATEMENT AND PROXY CARD, AND THE NOTICE OF INTERNET AVAILABILITY OF PROXY MATERIALS, ARE BEING DISTRIBUTED TO SHAREHOLDERS ON OR ABOUT MARCH 25, 2026. | |||
Items of business | Board Recommendation | Page # | |||||
1. | Elect the 10 director nominees identified in the Proxy Statement, each for a term of one year. | ![]() | FOR | ||||
2. | Ratify the appointment of PricewaterhouseCoopers LLP as 3M’s independent registered public accounting firm for 2026. | ![]() | FOR | ||||
3. | Approve, on an advisory basis, the compensation of our Named Executive Officers. | ![]() | FOR | ||||
Transact such other business as may properly come before the Annual Meeting and any adjournment or postponement. | |||||||
Record date You are entitled to vote if you held shares of 3M Company at the close of business on Tuesday, March 17, 2026. Adjournments and postponements Any action on the items of business described above may be considered at the Annual Meeting at the time and on the date specified above or at any time and date to which the Annual Meeting may be properly adjourned or postponed. Annual report Our 2025 Annual Report, which is not part of the proxy soliciting materials, is enclosed if the proxy materials were mailed to you. If you have received the Notice of Internet Availability of Proxy Materials, or previously consented to the electronic delivery of proxy materials, the Annual Report is accessible on the Internet by visiting www.proxyvote.com. By order of the Board of Directors, ![]() Kevin H. Rhodes Executive Vice President, Chief Legal Affairs Officer and Secretary 3M Company 3M Center, St. Paul, Minnesota 55144 Attending the virtual Annual Meeting To leverage technology and to enable shareholder participation from any location, the 2026 Annual Meeting will be held exclusively online. To be admitted to the Annual Meeting at www.virtualshareholdermeeting.com/MMM2026, you need to enter the 16-digit control number on your proxy card, voting instruction form, or Notice of Internet Availability you previously received. Additional instructions are on We have worked to offer the same participation opportunities as were provided at the in- person portions of our past meetings. At the virtual Annual Meeting, you or your proxy holder may participate, vote, and examine a list of shareholders of record entitled to vote at the meeting, by accessing www.virtualshareholdermeeting.com/MMM2026. If you wish to submit questions in advance of the virtual meeting, you may do so by using your 16- digit control number to access www.proxyvote.com. During the virtual meeting, you may type in your questions on the meeting website as well. Additional instructions are on | |||||||
5 | 3M Company |

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2026 Proxy Statement | 6 |
Table of contents | ||
Special Note About Forward-Looking Statements This Proxy Statement contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These statements involve risks and uncertainties that could cause results to differ materially from those projected. Please refer to the section entitled “Risk Factors” in our Forms 10-K and 10-Q. The information contained herein is as of the date of this Proxy Statement. We assume no obligation to update any forward-looking statements contained herein as a result of new information or future events or developments, except as required by law. No Incorporation By Reference This Proxy Statement includes website addresses and references to additional materials found on those websites. These websites and materials are not incorporated by reference herein. | |||
7 | 3M Company |

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Elect the 10 director nominees identified in this •Elect the 10 director nominees identified in this Proxy Statement, each for a term of one year. •Our nominees are distinguished leaders who bring a mix of skills and qualifications to the Board and can represent the interests of all shareholders. •As proven leaders, our nominees are well positioned to guide 3M’s strategic directions. | ||||
![]() | “FOR” each nominee to the Board | |||
![]() | David P. Bozeman, 57 Independent President and Chief Executive Officer and Director, C.H. Robinson Worldwide, Inc. Tenure 2025 Committees C&T STS | ![]() | Thomas “Tony” K. Brown, 70 Independent Former Group Vice President, Global Purchasing, Ford Motor Company Tenure 2013 Committees A N&G | ![]() | William M. Brown, 63 Chairman and Chief Executive Officer, 3M Company Tenure 2024 | |||||||
![]() | Audrey Choi, 58 Independent Former Chief Sustainability Officer and Management Committee Member, Morgan Stanley Tenure 2023 Committees N&G STS | ![]() | Anne H. Chow, 59 Independent Former Chief Executive Officer, AT&T Business Tenure 2023 Committees C&T STS | ![]() | James R. Fitterling, 64 Lead Independent Director Chair of the Board and Chief Executive Officer, Dow Inc. Tenure 2021 Committee C&T | |||||||
![]() | Suzan Kereere, 60 Independent President, Global Markets, PayPal Holdings, Inc. Tenure 2022 Committees A C&T | ![]() | Neil G. Mitchill, Jr., 50 Independent Executive Vice President and Chief Financial Officer RTX Corporation Tenure 2026 Committees A N&G | |||||||||
Key | ||||||||||||
A | Audit | |||||||||||
C&T | Compensation and Talent | |||||||||||
STS | Science, Technology & Sustainability | |||||||||||
![]() | Pedro J. Pizarro, 60 Independent President and Chief Executive Officer and Director, Edison International Tenure 2023 Committees N&G STS | ![]() | Thomas W. Sweet, 66 Independent Former Chief Financial Officer, Dell Technologies Inc. Tenure 2023 Committees A N&G | |||||||||
N&G | Nominating and Governance | |||||||||||
Chair | ||||||||||||
2026 Proxy Statement | 8 |
Proxy highlights | ||
Director nominee age | Director nominee tenure | Other public company boards | Strong director nominee independence | |||||||
60.7 | 3.7 | 0.9 | 90% | |||||||
Average years | Average tenure | Average board positions | ||||||||
Skills and experience across multiple key disciplines •All nominees experienced in leadership, finance, global, and risk management •At least 9 nominees experienced in supply chain and technology | Lead independent director •Lead Independent Director with robust authority •Combined Chairman and CEO positions | Meeting attendance 99% •Overall attendance at Board and committee meetings •5 Board meetings in 2025 | Active Board refreshment •9 of 10 nominees, including 8 independent nominees, have joined the Board since 2021 •New Lead Independent Director in 2024 •All committee chairs new in role since 2023 | |||||||
Skills and experience | ||||||||||
![]() | Leadership | ![]() | Technology | ![]() | Risk Management | |||||
![]() | Manufacturing | ![]() | Finance | ![]() | Marketing | |||||
![]() | Supply Chain | ![]() | Global | |||||||









1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 10/10 |
1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 9/10 |
1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 10/10 |
1 | 1 | 1 | 1 | 1 | 5/10 |
1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 10/10 |
1 | 1 | 1 | 1 | 1 | 5/10 |
1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 9/10 |
1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 10/10 |
9 | 3M Company |
Proxy highlights | ||
Our Board’s Best Practices | |||||
Annual director elections ![]() Variety of technical expertise, ![]() industry knowledge, backgrounds, and experiences Lead Independent Director with ![]() robust authority Regular board refreshment with ![]() balanced mix of tenure Regular shareholder engagement ![]() | Extensive oversight of enterprise ![]() risk management Annual board, committee, ![]() and individual director self-evaluation Annual “say-on-pay” ![]() shareholder vote Committed to sustainability and ![]() strong governance | Strong alignment between ![]() company performance and executive compensation Comprehensive clawback policy ![]() Annual compensation ![]() risk assessment Robust stock ownership ![]() guidelines for executive officers and directors | |||
CONTACTED 22 Institutional shareholders, representing ~60% of all outstanding shares held by institutional shareholders | ENGAGED 13 Meetings with institutional shareholders, representing ~39% of all outstanding shares held by institutional shareholders | 3M ENGAGEMENT TEAM •Chair of the Compensation and Talent Committee •Lead Independent Director •Representatives of the legal affairs, human resources, and investor relations teams One or more independent directors attended 10 of the meetings, all of which were with top 25 shareholders. | |||
2026 Proxy Statement | 10 |
Proxy highlights | ||
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Ratification of the appointment of independent •Ratify the appointment of PricewaterhouseCoopers LLP (PwC) as 3M’s independent registered public accounting firm for 2026. •Based on its assessment of the qualifications and performance of PwC, the Audit Committee believes that it is in the best interests of the Company and its shareholders to retain PwC. | ||||
![]() | “FOR” | |||
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•Approve, on an advisory basis, the compensation of our Named Executive Officers (NEOs). •Our executive compensation program appropriately aligns our executives’ compensation with the performance of the Company and its business units, as well as their individual performance. | ||||
![]() | “FOR” | |||




CEO | Other NEOs (average)* | ||






















11 | 3M Company |
Proxy highlights | ||
Annual incentive plan payout | Performance share award payout (2023 PSAs) | ||||||
26.4% | 118.9% | 21.3% | 118.4% | ||||
1-year TSR | 2025 AIP payout* | 3-year TSR | 2023 PSA payout | ||||
2026 Proxy Statement | 12 |

Voting Recommendation | |||
![]() | “FOR” each nominee to the Board | ||
![]() | David P. Bozeman, 57 Independent President and Chief Executive Officer and Director, C.H. Robinson Worldwide, Inc. C&T STS | ![]() | Thomas “Tony” K. Brown, 70 Independent Former Group Vice President, Global Purchasing, Ford Motor Company A N&G | ![]() | William M. Brown, 63 Chairman and Chief Executive Officer, 3M Company | |||||||
![]() | Audrey Choi, 58 Independent Former Chief Sustainability Officer and Management Committee Member, Morgan Stanley N&G STS | ![]() | Anne H. Chow, 59 Independent Former Chief Executive Officer, AT&T Business C&T STS | ![]() | James R. Fitterling, 64 Lead Independent Director Chair of the Board and Chief Executive Officer, Dow Inc. C&T | |||||||
![]() | Suzan Kereere, 60 Independent President, Global Markets, PayPal Holding, Inc. A C&T | Neil G. Mitchill, Jr., 50 Independent Executive Vice President and Chief Financial Officer RTX Corporation A N&G | ||||||||||
Key | ||||||||||||
A | Audit | |||||||||||
C&T | Compensation and Talent | |||||||||||
STS | Science, Technology & Sustainability | |||||||||||
![]() | Pedro J. Pizarro, 60 Independent President and Chief Executive Officer and Director, Edison International N&G STS | ![]() | Thomas W. Sweet, 66 Independent Former Chief Financial Officer, Dell Technologies Inc. A N&G | |||||||||
N&G | Nominating and Governance | |||||||||||
![]() | Chair | |||||||||||


13 | 3M Company |
Proposal One | ||
2026 Proxy Statement | 14 |
Proposal One | ||
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Reasons for Nomination Dave Bozeman brings over 30 years of leadership experience across supply chain management and logistics, manufacturing, digital operations, and customer service, along with public company board experience. He has a proven track record of delivering shareholder value at industry-leading corporations by transforming complex operating models and optimizing supply chain strategies through economic cycles. Experience & Qualifications •As President and CEO of C.H. Robinson Worldwide (NASDAQ: CHRW) (since 2023), one of the largest global logistics companies in the world, Mr. Bozeman oversees $30B in freight under management and 20 million shipments annually. Under his leadership, the company has accelerated its technology-focused solutions and strengthened customer-centric innovation to deliver sustainable shareholder growth. •Mr. Bozeman has deep insights into manufacturing and supply chain processes, with a track record of reinventing large-scale operations. At Amazon (NASDAQ: AMZN) (2017-2022), he led global supply chain optimization for global customer delivery, following senior roles at Caterpillar (NYSE: CAT) (2008-2017) and Harley-Davidson (NYSE: HOG) (1992-2008) focused on driving manufacturing process efficiencies and performance improvements across supply chain operations. He has also overseen business growth and strengthened customer experience initiatives as Vice President of Ford’s Customer Service Division (NYSE: F) (2022-2023), leading initiatives for some of the company’s most iconic vehicle brands. •Mr. Bozeman has a B.S. in manufacturing design from Bradley University and an M.S. in engineering management from the Milwaukee School of Engineering. | ||||
David P. Bozeman Independent President and Chief Executive Officer and Director, C.H. Robinson Worldwide, Inc. Director since: 2025 Age: 57 3M Board committee(s) •Compensation and Talent •Science, Technology & Sustainability Other public company boards •C.H. Robinson Worldwide, Inc. Skills | ||||
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Reasons for Nomination Tony Brown offers deep expertise in global supply chain strategy, procurement, and supplier relationship management, developed through senior leadership roles at global industrial companies. He has led several transformational business initiatives and navigated challenging market environments to optimize cost structures, which in addition to his experience serving on public company boards, contributes to the Board oversight of 3M’s global manufacturing and supply chain priorities and risks, supporting efficient capital deployment, resiliency, and long-term shareholder value growth. Experience & Qualifications •As Group Vice President of Global Purchasing at Ford Motor Company (NYSE: F) (1999-2013), Mr. Brown was responsible for approximately $90B of production and non-production procurement for the company’s operations worldwide. •He provided critical leadership to Ford’s turnaround through the auto crisis and transformed the company’s relationships with its suppliers, reducing the company’s supply base by two-thirds. •Mr. Brown has extensive expertise in financial oversight, risk management and strategic capital deployment within supply chains from his prior leadership roles at United Technologies (formerly NYSE: UTX) (1997-1999) and Digital Equipment Corporation (formerly NYSE: DEC) (1976-1991). •Mr. Brown has a BBA in business administration from American International College. | ||||
Thomas “Tony” K. Brown Independent Former Group Vice President, Global Purchasing, Ford Motor Company Director since: 2013 Age: 70 3M Board committee(s) •Audit •Nominating and Governance (Chair) Other public company boards •Conagra Brands, Inc. Skills | ||||
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15 | 3M Company |
Proposal One | ||
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Reasons for Nomination Bill Brown has a proven track record of leading large-scale global technology and industrial companies through significant growth, innovation, and operational excellence strategies. His expertise in advanced manufacturing and R&D enables him to guide 3M’s global strategy, resource prioritization, and commercial execution. His experience and expertise position him to serve as a critical link between the Board and management; as Chairman, he provides valuable insights on the competitive market environment, growth opportunities and operations. Experience & Qualifications •As Chairman (since 2025) and CEO (since 2024) of 3M, Mr. Brown has advanced the Company’s innovation-driven growth strategy. He is the architect of 3M’s eXcellence operating model and ‘Journey to Zero’ safety initiative. •Mr. Brown previously served as Chair and CEO of L3Harris Technologies (NYSE: LHX) (2019-2022), where he was responsible for guiding the successful $34B merger of L3 Technologies and Harris Corporation, creating one of the world’s largest aerospace and defense technology companies, with 50,000 employees and $17B in annual revenue. •He brings deep expertise in global operations, working capital management, supply chain optimization, and service improvement execution to the Board from his tenure as President and CEO of Harris Corporation (formerly NYSE: HRS) (2011-2019) and senior leadership roles at United Technologies Corporation (formerly NYSE: UTX) (1997-2011). •Mr. Brown has a B.S. and M.S. in mechanical engineering from Villanova University and an MBA from The Wharton School of the University of Pennsylvania. | ||||
William M. Brown Chairman and Chief Executive Officer, 3M Company Director since: 2024 Age: 63 Other public company boards •Becton, Dickinson and Company Other public company boards within the past five years •Celanese Corporation •L3Harris Technologies, Inc. Skills | ||||
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Reasons for Nomination Audrey Choi’s extensive executive leadership experience in financial services and marketing, combined with her strategic policy experience in government and her corporate stewardship experience, provide 3M’s Board with deep expertise in global risk management, stakeholder engagement, and aligning capital allocation and corporate stewardship initiatives with long-term shareholder value creation. Experience & Qualifications •Ms. Choi’s 16-year career at Morgan Stanley (NYSE: MS) (2007-2023), a multinational investment bank and financial services company, included serving as a member of the firm’s Management Committee, the firm’s first Chief Sustainability Officer, and as Chief Marketing Officer. She oversaw the company’s sustainable finance strategies across global capital markets and sustainability reporting in line with evolving global standards. She also led the firm's community development fiance group, overseeing investments, loans, grants and strategic initiatives. •Her deep knowledge of the regulatory environment and geopolitical risks stems from her senior policy roles in the Clinton Administration (1996-2001), including as Chief of Staff at the Council of Economic Advisers, Domestic Policy Advisor to the Vice President, and strategic policy roles at the Department of Commerce, National Telecommunications & Information Administration, and Federal Communications Commission. •Prior to her public service career, she was a foreign correspondent and bureau chief for The Wall Street Journal (1991-1996). She is Chair of the Generation Foundation and a partner of Generation Investment Management. •Ms. Choi has an A.B. in literature from Harvard College and an MBA with high distinction from Harvard Business School. | ||||
Audrey Choi Independent Former Chief Sustainability Officer and Management Committee Member, Morgan Stanley Director since: 2023 Age: 58 3M Board committee(s) •Nominating and Governance •Science, Technology & Sustainability Other public company boards •None Skills | ||||
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2026 Proxy Statement | 16 |
Proposal One | ||
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Reasons for Nomination Anne Chow is a proven technology leader with decades of experience driving innovation and large-scale transformation. Her ability to integrate emerging technologies into core business offerings has consistently delivered advanced digital strategies that support shareholder value growth. In addition to her experience as a public company director, she brings extensive global and cross-functional expertise in cybersecurity, operations, marketing and sales, finance, and corporate stewardship. Experience & Qualifications •As CEO of AT&T Business (2019–2022), a division of AT&T (NYSE: T), that provides communications solutions to businesses across all industries as well as the public sector, Ms. Chow led a global organization of over 35,000 employees, serving nearly 3 million business customers, including most Fortune 100 companies, across 200 countries and territories. She oversaw AT&T’s full suite of business services in wireless, networking, cybersecurity, and advanced solutions, generating more than $35B in annual revenue. •During her 32-year career at AT&T (1990–2022), Ms. Chow guided numerous digital and cross-functional transformations that scaled innovation and delivered growth both for AT&T’s businesses and the company’s client organizations. As Senior Vice President of Global Solutions & Sales Operations (2014-2015), she shaped AT&T’s global distribution strategy and go-to market solutions. •She served on the board at the Federal Reserve Bank of Dallas and is a Senior Fellow and Adjunct Professor of Executive Education at Northwestern University’s Kellogg School of Management. •She is the Vice Chair and a member of the Georgia Tech President's Advisory Board, a member of the Dallas Mavericks Advisory Council, a member of C200, and a member of the Committee of 100. •Ms. Chow has a B.S. and M.S. in electrical engineering and an MBA from Cornell University. | ||||
Anne H. Chow Independent Former Chief Executive Officer, AT&T Business Director since: 2023 Age: 59 3M Board committee(s) •Compensation and Talent (Chair) •Science, Technology & Sustainability Other public company boards •Franklin Covey Co. (lead independent director) •CSX Corporation Skills | ||||
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Reasons for Nomination James Fitterling is a seasoned executive with a 40-year career in the specialty materials industry, bringing deep expertise in sustainable materials and customer- centric innovation. His leadership experience across global operations, supply chain, and marketing at a world-leading materials science company equips him with valuable insights to support 3M’s international growth and strategic initiatives. Experience & Qualifications •As CEO of Dow (NYSE: DOW) (since 2018), Mr. Fitterling has overseen the company’s transformation, shifting from lower-margin, commodity businesses to one more deeply focused on higher-growth consumer demand-driven markets that value innovation and advance circularity. Previously, he served as President and COO of Dow and as COO of DowDuPont’s Materials Science division. •Mr. Fitterling guides Dow’s international growth initiatives, drawing on a decade of international operations experience in Asia. His prior roles include Commercial Director for Dow’s Liquid Separations business in Asia (1994-1998), General Manager of Dow Thailand (2000-2002), and CEO of The OPTIMAL Group (2002-2006), a joint venture between Dow and Malaysia’s state-owned oil corporation. •He has played a prominent role in advancing the business community through his leadership across several major industry organizations. He is the past chair of the Board of Directors for the National Association of Manufacturers and Alliance to End Plastic Waste. He is a Trustee of the Committee for Economic Development. •Mr. Fitterling has a B.S. in mechanical engineering from the University of Missouri-Columbia. | ||||
James R. Fitterling Lead Independent Director Chair and Chief Executive Officer, Dow Inc. Director since: 2021 Age: 64 3M Board committee(s) •Compensation and Talent Other public company boards •Dow Inc. Skills | ||||
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17 | 3M Company |
Proposal One | ||
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Reasons for Nomination Suzan Kereere is a global payments and technology executive leader with a proven track record of driving innovation at iconic Fortune 100 technology companies and regional high growth start-ups. Her accomplishments in digital transformation, strategic planning across global operations, sales optimization, and front-line customer engagement enhance the Board’s oversight of 3M’s technology-focused growth strategies. Experience & Qualifications •As President of Global Markets at PayPal (NASDAQ: PYPL) (since 2024), a leading digital payment partner for businesses and consumers around the world. Ms. Kereere leads global client relationships and growth strategies, overseeing sales, distribution, and operational efficiency for the company’s products and services worldwide. •Previously, at Fiserv (NASDAQ: FISV) (2021-2023), a digital fintech and payments company with solutions for banking, global commerce, merchant acquiring, billing and payments, and point of sale, she served as Head of Global Business Solutions and Chief Growth Officer, driving customer-focused innovation, global commerce solutions, and expansion of its omnichannel commerce platform to accelerate growth across the enterprise. •Ms. Kereere also held executive leadership roles at Visa (NYSE: V) (2016-2021), scaling value-added services and leading small business recovery efforts during the pandemic. She spent nearly two decades at American Express (NYSE: AXP) (1988-2016) managing major business segments across Europe, Australia, Asia, and North America. •Ms. Kereere has a B.A. in economics from Tufts University and an MBA from Columbia University. | ||||
Suzan Kereere Independent President of Global Markets, PayPal Holdings, Inc. Director since: 2022 Age: 60 3M Board committee(s) •Audit •Compensation and Talent Other public company boards •None Skills | ||||
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Reasons for Nomination Neil Mitchill is a proven financial executive with expertise in financial reporting and internal controls. He has over 25 years of finance experience, including responsibility for technical accounting compliance and experience with complex acquisition and divestiture transactions. These capabilities provide valuable contributions to the Board’s oversight of 3M’s financial reporting and capital allocation strategies. Experience & Qualifications •As Executive Vice President and Chief Financial Officer of RTX Corporation (NYSE: RTX) (since 2021), an aerospace and defense company, his responsibilities include financial reporting and controls, planning and analysis, investor relations, internal audit, tax, and treasury. •Prior to his current role, Mr. Mitchill served as Corporate Vice President of Financial Planning and Analysis and Investor Relations of RTX (2020-2021). •He held numerous other financial leadership positions with United Technologies Corporation since joining in 2014 (formerly NYSE: UTX), prior to the merger with Raytheon Company in 2020 that created RTX, including Acting Senior Vice President and Chief Financial Officer (2019-2020), and Vice President and Chief Financial Officer of the company’s Pratt & Whitney business (2019). •Prior to his corporate positions, Mr. Mitchill spent 17 years at PricewaterhouseCoopers LLP (1997-2014) in both client service and lead partner roles for UTC Aerospace Systems, Carrier, Sikorsky, and UTC Corporate. •Mr. Mitchill received a B.S. in accountancy from Providence College. | ||||
Neil G. Mitchill, Jr. Independent Executive Vice President and Chief Financial Officer, RTX Corporation Director since: 2026 Age: 50 3M Board committee(s) •Audit •Nominating and Governance Other public company boards •None Skills | ||||
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2026 Proxy Statement | 18 |
Proposal One | ||
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Reasons for Nomination Pedro Pizarro is an accomplished executive leader with deep operational expertise in navigating complex regulatory environments and rapidly evolving technological landscapes. His expertise includes risk management, technology, safety and operations, cybersecurity, regulatory, government affairs, mergers and acquisitions, and strategic planning, which strengthen oversight of 3M’s governance and long- term value creation strategy. Experience & Qualifications •As President and CEO of Edison International (NYSE: EIX) (since 2016), Dr. Pizarro leads one of the nation’s largest electric utilities and energy advisory services to commercial, industrial, and institutional organizations across North America and Europe. He has overseen major operational transformations and advanced grid modernization efforts that positioned Edison as a leader in clean energy and grid resilience, while reinforcing customer affordability. •He has held a wide range of senior executive positions at Edison International companies since joining in 1999, including as President of Southern California Edison (2014-2016), President of Edison Mission Energy (2011-2014) until the sale of its principal assets in 2014, and as Vice President of Strategy and Business Development. He started his career at McKinsey & Company. •Dr. Pizarro brings extensive experience in large-scale risk management and regulatory operations acquired through his role as past Co-Chair of the Electricity Subsector Coordinating Council, which serves as the principal liaison between the federal government and the electric power industry for national disaster preparedness and critical infrastructure protection. •Dr. Pizarro has a B.S. in chemistry from Harvard University and a Ph.D. in chemistry from the California Institute of Technology. | ||||
Pedro J. Pizarro Independent President and Chief Executive Officer and Director, Edison International Director since: 2023 Age: 60 3M Board committee(s) •Nominating and Governance •Science, Technology & Sustainability (Chair) Other public company boards •Edison International Skills | ||||
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Reasons for Nomination Thomas Sweet is a proven financial executive with deep expertise in driving disciplined capital deployment, transformative growth strategies, and global business operation for technology-focused companies. He has led initiatives spanning finance, customer engagement, sales optimization, and operational efficiency, while guiding organizations through transformative growth. These capabilities, in addition to his public company board experience, provide valuable contributions to the Board’s oversight of 3M’s financial stewardship and long-term performance priorities. Experience & Qualifications •As Chief Financial Officer of Dell Technologies (NYSE: DELL) (2014-2023), an enterprise technology giant. Mr. Sweet oversaw global finance operations and led corporate strategy, driving long-term growth during a period of rapid technological change. He oversaw key functions, including accounting, financial planning and analysis, tax, treasury, investor relations, global operations, Dell Financial Services, and Dell Technologies Capital, playing a central role in the company’s shareholder value creation strategies. Mr. Sweet joined Dell in 1997 and held various positions before the CFO role. •Mr. Sweet also guided Dell’s financial reporting through its historic five-year privatization period, and he previously served in various sales leadership roles. •He held financial leadership roles at Telos Corporation (NASDAQ: TLS) (1994-1997), a cyber, cloud and enterprise security company, and he began his career at Price Waterhouse (1981-1994), building deep expertise in complex accounting and finance. •Mr. Sweet has a BBA in accounting from Western Michigan University and is a Certified Public Accountant. | ||||
Thomas W. Sweet Independent Former Chief Financial Officer, Dell Technologies Inc. Director since: 2023 Age: 66 3M Board committee(s) •Audit (Chair) •Nominating and Governance Other public company boards •Medline Inc. •Trimble Inc. Skills | ||||
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19 | 3M Company |
Proposal One | ||
Recommendation of the Board | |
![]() | The Board of Directors unanimously recommends a vote “FOR” the election of these nominees as directors. Proxies solicited by the Board of Directors will be voted “FOR” these nominees unless a shareholder indicates otherwise in voting the proxy. |
2026 Proxy Statement | 20 |
Proposal One | ||
Qualifications and Attributes | D. Bozeman | T. Brown | W. Brown | A. Choi | A. Chow | J. Fitterling | S. Kereere | N. Mitchill | P. Pizarro | T. Sweet | ||
![]() | Leadership. Significant leadership experience in complex organizations with responsibility for strategy, operational transformation, talent, capital allocation, portfolio management, and enterprise level risk oversight. Supports the Board’s role in guiding long-term growth across 3M’s broad technology and market platforms. | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | |
![]() | Manufacturing. Experience overseeing large scale, advanced, or specialty manufacturing operations, including expertise in operational excellence, automation, quality, safety, product stewardship, and capital intensive production environments that support 3M’s global manufacturing footprint. | ![]() | ![]() | ![]() | ![]() | ![]() | ||||||
![]() | Supply Chain. Expertise in global supply chain strategy, sourcing, logistics, customer fulfillment, and end to end materials management. Supports oversight of 3M’s complex, diversified supply chains, including supplier resilience, cost to serve efficiency, materials availability, and the ability to meet customer demand on time and in full across multiple industries and geographies. | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ||
![]() | Technology. Background in industrial technology, applied science, material science, digital systems, or innovation leadership. Supports understanding of 3M’s core technology platforms, R&D investments, and digital transformation efforts, as well as the strategic importance of emerging technologies such as data analytics and artificial intelligence. | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ||
![]() | Finance. Strong financial literacy and experience with financial statements, performance metrics, capital structure, and internal controls. Directors bring senior level financial expertise to support oversight of 3M’s financial reporting processes, disciplined capital allocation, and long-term value creation. | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | |
![]() | Global. Experience leading or advising businesses with significant international operations. Includes knowledge of global customer requirements, multinational supply chains, diverse regulatory environments, and geopolitical considerations relevant to 3M’s substantial non U.S. sales and operations. | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | |
![]() | Risk Management. Experience with enterprise level risk oversight, including litigation, legal, and regulatory; environmental; operational; product quality; or cybersecurity and other technology related risks. Supports the Board’s oversight across 3M’s diversified businesses and its commitment to responsible operations and long-term sustainable value creation. | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ![]() | |
![]() | Marketing. Experience in marketing, brand management, commercialization, and customer insights to provide perspective on organic growth, competitive positioning, and the development of new markets and customer segments across 3M’s broad product portfolio. | ![]() | ![]() | ![]() | ![]() | ![]() | ||||||
21 | 3M Company |
Proposal One | ||
1 | Evaluations by Board Leadership •Chairman/Lead Independent Director/Nominating and Governance (N&G) Committee Chair meet annually to evaluate the performance and skills of each director •Information is shared and discussed with the N&G Committee and considered in the nomination process | ||
2 | One-on-One Discussions with Lead Independent Director or N&G Chair •Lead Independent Director or N&G Chair meets individually with each director to discuss: •Effectiveness of Board and committees •Opportunities for improvement •Director’s self-evaluation •Director’s evaluation of other Board members •Other topics selected by director •N&G Chair shares comments and feedback with the Board and N&G Committee | ||
3 | Annual Questionnaires •Each director completes a questionnaire on the functioning of the Board and committees •Results are discussed at subsequent Board and committee meetings | ||
4 | Feedback Incorporated •As a result of this process: •The Board and its committees identify potential areas for improvement, as well as existing practices which have contributed to high effectiveness •Items requiring follow-up are monitored on a go-forward basis by the full Board, committees and/or committee chairs, as applicable •The N&G Committee considers the performance and contributions of each director as part of its annual recruitment and nomination process to ensure our directors continue to possess the necessary skills and experience to effectively oversee the Company; on occasion, the N&G Committee has decided not to re-nominate a director in part as a result of feedback from this self-assessment | ||
2026 Proxy Statement | 22 |
Proposal One | ||
1 | 2 | 3 | 4 | 5 | |||
Identify and prescreen The N&G Committee Chair and Board Chair, working with a Board- retained recruiting firm, identify and prescreen individuals who are believed to be qualified to become Board members in accordance with the Board Membership Criteria set forth above, and review potential candidates with the Board. | Committee interview The N&G Committee, as a group, is offered an opportunity to interview potential candidates, and subsequently reviews potential qualified director nominees with the Board. | Board leadership interview The Lead Independent Director and relevant Committee Chairs interview potential candidates, provide feedback to the Board, and solicit further feedback from the Board. | Select and recommend The N&G Committee selects nominees that the N&G Committee believes suit the Board’s needs and, following completion of due diligence on any potential candidates, the N&G Committee recommends candidates to the Board. | Determine submissions for election The Board reviews such recommendations and determines submissions for election at the next shareholder meeting of the Company in which directors will be elected, or appointments to fill any vacancies, or to add talent to the Board. | |||
![]() | Corporate Secretary 3M Company 3M Center Building 220-9E-02 St. Paul, MN 55144-1000 |
23 | 3M Company |
Proposal One | ||
2026 Proxy Statement | 24 |
Proposal One | ||
25 | 3M Company |

![]() Board composition and independence | •Board with variety of technical expertise, industry knowledge, backgrounds, and experiences •9 directors have joined our Board since 2021, including 8 independent directors •Regular executive sessions for independent directors | •90 percent independent board •100 percent independent board committees •Lead Independent Director with robust authority •Full access to management and employees •Mandatory director retirement policy | |||
![]() Board and board committee practices | •Annual board, committee and individual director self-evaluation process •Comprehensive onboarding program •Continuing education opportunities •Consideration of collective Board background and experiences in director nomination process | •Strong Audit Committee financial expertise •Regular board refreshment with a balanced mix of tenure •STS Committee focused on enterprise opportunities and challenges •Regular shareholder outreach and engagement with director participation | |||
![]() Shareholder rights | •Annual election of all directors •Majority voting for director elections •Market-standard proxy access right •No poison pill | •No supermajority voting requirements •Shareholder right to call special meetings •Processes for director nomination by shareholders and communicating with the Board | |||
![]() Board oversight areas | •Long-term strategic plans and capital allocation •Enterprise risk management, including litigation and cybersecurity •Environmental stewardship and sustainability | •CEO and management succession planning •Human capital management •Political activities and PAC contributions | |||
![]() Executive compensation governance | •Compensation opportunities aligned with market and predominantly at-risk •Incentive programs incorporate performance metrics that are important to our shareholders and drive long-term growth •No employment or change in control agreements with any senior executives, including CEO | •Comprehensive clawback policy •Robust stock ownership guidelines for executive officers and directors •No hedging or pledging by executive officers and directors •Annual ‘say-on-pay’ vote | |||
2026 Proxy Statement | 26 |
Corporate governance at 3M | ||
Mandatory Retirement Age •The retirement age of a non-employee director is 75. A director elected to the Board prior to his or her 75th birthday may continue to serve until the annual shareholder meeting coincident with or following his or her 75th birthday. Absent special circumstances, directors will not be nominated for election after their 75th birthday. Outside Board Policy •Independent directors who also serve as CEOs of publicly-traded companies or in equivalent positions should not serve on more than two boards of public companies in addition to the 3M Board, and other independent directors should not serve on more than four other boards of public companies in addition to the 3M Board. Independent directors must advise the Chairman/CEO before accepting an invitation to serve on another for-profit board. Access to Employees and Outside Advisors •Board members have complete access to all members of 3M management and its employees, as well as outside advisors. |
27 | 3M Company |
Corporate governance at 3M | ||
2026 Proxy Statement | 28 |
Corporate governance at 3M | ||
29 | 3M Company |
Corporate governance at 3M | ||
2026 Proxy Statement | 30 |
Corporate governance at 3M | ||
Board of Directors •Oversees the Company’s risk profile and management’s processes for assessing and managing risk •Reviews enterprise risks at least annually •Delegated to Audit Committee the primary responsibility for oversight of risk assessment and risk management activities •Assigned other important risks and certain sustainability elements to designated Board committees as identified below and receives reports from them at each meeting | |
Audit •Financial statements / internal controls / audit / independent accounting firm •Contingent liabilities and long-term benefit obligations •Cybersecurity, data privacy and artificial intelligence •Capital allocation and structure •Credit ratings and cost of capital •Use of financial instruments to manage foreign currency, commodity, and interest rate risks •Ethics and compliance | Compensation and Talent •Executive compensation •Annual review of Company’s risk assessment of its compensation policies and practices for its employees, including talent sourcing and retention strategies •Talent development and equal employment opportunities •Succession planning |
Science, Technology & Sustainability •Research and development •Health and safety / sustainability / environmental and product stewardship •Emerging science and technology (including digital technology and artificial intelligence), disruptive innovations, and related issues potentially impacting the Company’s strategies or operations | Nominating and Governance •Corporate governance practices •Director nominations and Board and committee composition •Corporate officer appointments •Related person transactions •Shareholder proposals and engagement •Public policy and political activities |
General Auditor •The Senior Vice President and General Auditor, Corporate Auditing (Auditor) is responsible for leading the risk assessment and management process •The Auditor, through consultation with the Company’s senior management, periodically assesses the major risks facing the Company and works with the executives who are responsible for managing specific risks •The Auditor, whose appointment and performance is reviewed and evaluated by the Audit Committee, periodically reviews with the Audit Committee the major risks facing the Company and the steps management has taken to monitor and mitigate those risks •The Auditor’s risk management report, which is provided in advance of the meeting, is reviewed with the entire Board by either the chair of the Audit Committee or the Auditor Management •Provides consultation to the Auditor during the assessment of the major risks facing the Company •Manages and mitigates risks •Reports, as needed, to the full Board on how a particular risk is being managed and mitigated | |




31 | 3M Company |
Corporate governance at 3M | ||
2026 Proxy Statement | 32 |
Corporate governance at 3M | ||
33 | 3M Company |
Corporate governance at 3M | ||
2026 Proxy Statement | 34 |
Corporate governance at 3M | ||
Name of Non-Employee Director | Audit | Compensation and Talent | Nominating and Governance | Science, Technology & Sustainability |
David P. Bozeman | ![]() | ![]() | ||
Thomas “Tony” K. Brown | ![]() | ![]() | ||
Audrey Choi | ![]() | ![]() | ||
Anne H. Chow | ![]() | ![]() | ||
David B. Dillon* | ![]() | ![]() | ||
James R. Fitterling | ![]() | |||
Suzan Kereere | ![]() | ![]() | ||
Neil G. Mitchill, Jr.** | ![]() | ![]() | ||
Pedro J. Pizarro | ![]() | ![]() | ||
Thomas W. Sweet | ![]() | ![]() |
![]() | Committee member | ![]() | Chair |
35 | 3M Company |
Corporate governance at 3M | ||
Audit Committee Meetings in 2025: 9 | |||||||
![]() | ![]() | ![]() | ![]() | ![]() | |||
Thomas W. Sweet* (chair) ![]() ![]() | Thomas “Tony” K. Brown ![]() | David B. Dillon** ![]() ![]() | Suzan Kereere ![]() ![]() | Neil G. Mitchill, Jr.*** ![]() ![]() | |||
The Board of Directors has determined that all Audit Committee members are “independent” and “financially literate” under the NYSE listing standards and that members of the Audit Committee received no compensation from the Company other than as a director. The Board has also determined that Thomas W. Sweet (chair), David B. Dillon, Suzan Kereere, and Neil G. Mitchill, Jr. have “accounting or related financial management expertise” under the NYSE listing standards and are “audit committee financial experts” as that term is defined by applicable Securities and Exchange Commission regulations. | |||||||
•Reviews the Company’s financial reporting process, financial statements and internal controls over financial reporting; •Reviews and discusses with management and the Independent Accounting Firm the Company’s report on, and the Independent Accounting Firm’s audit of, the Company’s internal controls over financial reporting; •Reviews earnings press releases prior to issuance; •Appoints, oversees, and approves compensation of the Independent Accounting Firm; •Reviews with the Independent Accounting Firm the scope of the annual audit, and approves all audit and permissible non-audit services; •Reviews findings and recommendations of the Independent Accounting Firm and management’s response thereto; •Periodically discusses with management procedures and controls, and audit or assurance requirements, related to sustainability reports; •Discusses policies with respect to risk assessment and risk management, the Company’s major risk exposures, and risk mitigation activities; •Periodically reviews capital allocation and capital structure strategies, insurance coverage, funding for benefit plans, and global tax planning; | •Periodically reviews global Treasury activities, including the use of derivatives and other financial instruments for risk management purposes; •Periodically reviews and approves the Company’s use of the Dodd-Frank swaps exemption; •Periodically obtains reports from senior management, including the Chief Information Officer, on information technology networks and systems, including cybersecurity and artificial intelligence risks, and related internal controls; •Periodically obtains reports from the Company’s senior internal auditing executive, who has direct reporting obligations to the Committee, on the annual audit plan and the results of, and management’s response to, internal audits; •Periodically obtains reports from the Company’s Chief Compliance Officer, who has direct reporting obligations to the Committee, on the Company’s Code of Conduct, and at least annually, on the effectiveness of the Company’s compliance and ethics program; •Reviews with the Company’s Chief Legal Affairs Officer legal matters that may have a material impact on the financial statements; and •Maintains, and reviews with the Company’s senior internal auditing executive and Chief Compliance Officer, procedures for complaints regarding accounting, internal controls, or auditing matters, along with any significant complaints received. |
* Mr. Sweet became chair effective June 1, 2025. ** Mr. Dillon is retiring from the Board at the 2026 Annual Meeting. *** Mr. Mitchill joined the Board on February 6, 2026. | Financially literate ![]() Financial expert ![]() |
2026 Proxy Statement | 36 |
Corporate governance at 3M | ||
Compensation and Talent Committee Meetings in 2025: 5 | ||||||||
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Anne H. Chow (chair) | David P. Bozeman* | James R. Fitterling | Suzan Kereere | |||||
The Board of Directors has determined that all Compensation and Talent Committee members are “independent” under the NYSE listing standards, including the listing standards applicable to compensation committee members. The Board has also determined that each Compensation and Talent Committee member qualifies as a “Non-Employee Director” under Rule 16b-3 of the Exchange Act. | ||||||||
•Reviews disclosures in the Company’s Proxy Statement regarding advisory votes on executive compensation and the frequency of such votes; •Approves the adoption, amendment, and termination of incentive compensation and deferred compensation programs for employees of the Company; •Approves the adoption, amendment, or termination of equity compensation programs or, if shareholder approval would be required, recommends such actions to the Board; •Approves, subject to ratification by the independent directors of the Board, employment agreements and severance arrangements for the CEO, as appropriate; •Approves employment agreements and severance arrangements for the senior executives of the Company (other than the CEO), as appropriate; •Oversees the administration of the Company’s stock and long-term incentive compensation programs, and determines the employees who receive awards and the size of their awards under such programs; •Approves the adoption and amendment of Company guidelines covering ownership of Company common stock by executives, and annually reviews compliance with these guidelines; | •Reviews and makes recommendations to the Board of Directors concerning any amendment to a retirement benefit plan that would require Board approval; •Annually reviews a risk assessment of the Company’s compensation policies and practices for its employees; •Periodically reviews and discusses with the Company’s management matters relating to internal pay parity; •Administers the Company’s compensation recoupment / clawback policy; •Reviews shareholder proposals relating to executive compensation matters and makes recommendations to the Board regarding responses; •Periodically reviews and discusses with management matters relating to talent sourcing, skills transformation and development, attraction and retention strategies, and culture; •Periodically reviews with the Chairman/CEO their assessment of the Company’s senior executives and succession plans relating to their positions; and •Has the authority to retain compensation consultants, counsel, or other advisors as it deems appropriate, including the authority to approve such advisors’ fees and retention terms. |
37 | 3M Company |
Corporate governance at 3M | ||
Nominating and Governance Committee Meetings in 2025: 5 | |||||||
![]() | ![]() | ![]() | ![]() | ![]() | ![]() | ||
Thomas “Tony” K. Brown (chair) | Audrey Choi | David B. Dillon* | Neil G. Mitchill, Jr.** | Pedro J. Pizarro | Thomas W. Sweet | ||
The Board of Directors has determined that all Nominating and Governance Committee members are “independent” under the NYSE listing standards. | |||||||
•Selects and recommends director candidates to the Board of Directors, in light of the Board Membership Criteria adopted by the Board, either to be submitted for election at the Annual Meeting or to fill any vacancies on the Board, including consideration of any shareholder nominees for director (submitted in accordance with the Company’s Bylaws); •Reviews and makes recommendations to the Board of Directors concerning the composition and size of the Board and its committees, the Board Membership Criteria, frequency of meetings, and changes in compensation for non-employee directors; •Reviews the Company’s Corporate Governance Guidelines at least annually, and recommends any proposed changes to the Board for approval; •Develops and recommends to the Board standards to be applied in making determinations on the types of relationships that constitute material relationships between the Company and a director for purposes of determining director independence; | •Reviews and approves any transaction between the Company and any related person, which is required to be disclosed under the rules of the Securities and Exchange Commission; •Develops an annual self-assessment process of the Board and its committees and oversees the process; •Reviews and makes recommendations to the Board with respect to the selection of individuals to occupy corporate officer positions; •Periodically reviews the corporate contribution program, which is funded by the Company; and •Periodically reviews the Company’s positions and engagement on important public policy, social responsibility, and corporate governance issues affecting its business, including political contributions by 3M and its Political Action Committee, and shareholder engagement. |
* Mr. Dillon is retiring from the Board at the 2026 Annual Meeting. ** Mr. Mitchill joined the Board on February 6, 2026. |
2026 Proxy Statement | 38 |
Corporate governance at 3M | ||
Science, Technology & Sustainability Committee Meetings in 2025: 5 | |||||||
![]() | ![]() | ![]() | ![]() | ||||
Pedro J. Pizarro (chair)* | David P. Bozeman | Audrey Choi | Anne H. Chow | ||||
The Board of Directors has determined that all Science, Technology & Sustainability Committee members are “independent” under the NYSE listing standards. | |||||||
•Monitors and reviews the overall strategy, direction, and effectiveness of the Company’s research and development activities; •Reviews management’s strategy and allocation of resources for research and development activities, including product line extensions and new product platforms; •Reviews the Company’s policies and programs on health and safety; sustainability; and environmental and product stewardship, including for compliance with all applicable laws and regulations; | •Assists the Board in identifying and analyzing significant emerging science and technology (including digital technology and artificial intelligence), disruptive innovations, sustainability, and other related issues that may impact the Company’s overall business strategy and operations; and •Annually reviews the Company’s sustainability report. |
39 | 3M Company |
Corporate governance at 3M | ||
In May 2025, the N&G Committee considered a director compensation study prepared by FW Cook and recommended not to change the non-employee directors’ compensation arrangements, which the Board accepted. | ||
Annual Retainer* |





2026 Proxy Statement | 40 |
Corporate governance at 3M | ||
Non-Employee Director | Fees earned or paid in cash ($)(1) | Stock awards ($)(2) | All other compensation ($)(3) | Total ($) | |
David P. Bozeman(4) | 126,000 | 246,822 | 858 | 373,680 | |
Thomas “Tony” K. Brown(5) | 160,000 | 195,000 | 612 | 355,612 | |
Audrey Choi | 140,000 | 195,000 | 998 | 335,998 | |
Anne H. Chow(5) | 165,000 | 195,000 | 965 | 360,965 | |
David B. Dillon(4)(5) | 150,440 | 195,000 | 869 | 346,308 | |
James R. Fitterling(5) | 185,000 | 195,000 | 252 | 380,252 | |
Amy E. Hood(4) | 51,154 | — | 26,321 | 77,475 | |
Suzan Kereere | 140,000 | 195,000 | 711 | 335,711 | |
Gregory R. Page(4)(5) | 100,883 | 195,000 | 25,000 | 320,883 | |
Pedro J. Pizarro(4)(5) | 149,443 | 195,000 | 304 | 344,747 | |
Thomas W. Sweet(4)(5) | 154,560 | 195,000 | 929 | 350,490 |
41 | 3M Company |
Corporate governance at 3M | ||
Shares or DSUs issued to 3M’s directors as part of their annual stock retainer are subject to rigorous hold-until-departure requirements. | ||
2026 Proxy Statement | 42 |
Corporate governance at 3M | ||
The Company’s stock trading policies prohibit the Company’s directors and executive officers from (1) purchasing any financial instrument that is designed to hedge or offset any decrease in the market value of the Company’s common stock, including prepaid variable forward contracts, equity swaps, collars, and exchange funds; (2) engaging in short sales related to the Company’s common stock; (3) placing standing orders for 3M securities; (4) maintaining margin accounts; and (5) pledging 3M securities as collateral for a loan. All discretionary transactions in 3M securities by directors and executive officers must be pre-cleared with the Company’s Legal Affairs department and conducted during approved trading windows. |
•No hedging •No short sales •No standing orders •No margin accounts •No pledging | ||
43 | 3M Company |

Voting Recommendation | |||
![]() | “FOR” this proposal | ||
2026 Proxy Statement | 44 |
Proposal Two | ||
Recommendation of the Audit Committee | |
![]() | The Audit Committee of the Board of Directors unanimously recommends a vote “FOR” the ratification of the appointment of PwC as the Company’s independent registered public accounting firm for 2026. Proxies solicited by the Board of Directors will be voted “FOR” ratification unless a shareholder indicates otherwise in voting the proxy. |
45 | 3M Company |

2026 Proxy Statement | 46 |
Audit committee matters | ||
47 | 3M Company |
Audit committee matters | ||
2024 | 2025 | ||
Audit Fees | $18.4 | $18.2 | |
Audit-Related Fees | 0.2 | 0.4 | |
Tax Fees | 0.4 | 0.8 | |
All Other Fees | 0.0 | 0.0 | |
Total | $19.0 | $19.4 |
2026 Proxy Statement | 48 |

Voting Recommendation | |||
![]() | “FOR” this proposal | ||
Recommendation of the Board | |
![]() | The Board of Directors unanimously recommends a vote “FOR” this proposal for the reasons discussed above. Proxies solicited by the Board of Directors will be voted “FOR” this proposal unless a shareholder indicates otherwise in voting the proxy. |
49 | 3M Company |

![]() | ![]() | ![]() | ![]() | ||||
Anne H. Chow (Chair) | David P. Bozeman | James R. Fitterling | Suzan Kereere |
2026 Proxy Statement | 50 |
Executive compensation | ||
51 | 3M Company |
Executive compensation | ||
NEO | Title | |
William M. Brown | Chairman and Chief Executive Officer | |
Anurag Maheshwari | Executive Vice President and Chief Financial Officer | |
Wendy A. Bauer | Group President, Transportation and Electronics | |
Christian T. Goralski | Group President, Safety and Industrial | |
Kevin H. Rhodes | Executive Vice President, Chief Legal Affairs Officer and Secretary |
2026 Proxy Statement | 52 |
Executive compensation | ||
Organic Sales Growth | |||||||||
![]() Delivered 2.1% Organic Sales Growth in 2025 | ![]() | 23% Increase in 5-year new product sales | ![]() Reinvigorated innovation capabilities with 284 new products launched in 2025, +68% YoY | ||||||
Established a strong commercial eXcellence foundation … increased operating tempo and converted opportunities into wins. Progressed on cross-selling, price governance, and churn | |||||||||
Operational Performance | |||||||||
Delivered strong 2025 financial results including | Improved service, asset utilization, and quality | ![]() Established a 3M eXcellence operating model across the organization and introduced a new performance culture focused on clear expectations, rewarding performance, and maintaining a constancy of purpose | |||||||
![]() | On-time-in-full at highest level in 20 years | ||||||||
![]() | Strong Operating Income margin expansion | ||||||||
Introduced “overall equipment effectiveness” metric to consistently measure and improve utilization on 275 of our most important assets | |||||||||
Double-digit Earnings per Share Growth Robust Free Cash Flow generation | |||||||||
Cost of poor quality improvements driven through Kaizen events, automation, AI tools, and process design | |||||||||
Capital Deployment | |||||||||
![]() Created value for investors by driving 2025 total shareholder return (assuming reinvested dividends) of over 26.4% which outperformed the S&P 500 Industrials (up 19.3%) for the same period | Drove Free Cash Flow of $4.4B while investing in research and development and capital improvements to position 3M for future growth | ![]() Maintained a strong balance sheet and returned $4.8B to shareholders in 2025 ($3.2B from share repurchases and $1.6B via dividends) | |||||||
Resolved claims with the state of New Jersey; payments scheduled out to 2050 | |||||||||
Portfolio shaping framework in place, small non‑strategic businesses were divested | |||||||||
53 | 3M Company |
Executive compensation | ||
TSR = Share Price Appreciation + Dividend Yield Note: TSR is for the one-year period ending 12/31/2025 Source: Bloomberg | |||||
26.4% | 118.9% | ||||
1-year TSR | 2025 AIP Payout | ||||
TSR = Share Price Appreciation + Dividend Yield (annualized) Note: TSR is for the three-year period ending 12/31/2025 Source: Bloomberg | |||||
21.3% | 118.4% | ||||
3-year TSR | 2023 PSA Payout | ||||
2026 Proxy Statement | 54 |
Executive compensation | ||
CEO(1) | Other NEOs(1) | Why it is provided | Performance metrics, weightings, and modifiers | |||||||
Key characteristics | ||||||||||
•Compensate executives for day-to-day responsibilities | •Only component of compensation that is considered to be fixed rather than variable in nature | |||||||||
•Motivate executives to stay focused on day-to-day operations by aligning a significant portion of Total Cash Compensation with the near-term financial performance of the Company and its business units | •Performance metrics and goals approved by the Committee •Payouts based on performance against preestablished goals for a 12-month period •Payouts tied to individual performance against preestablished goals and objectives and the Committee’s determination of 3M’s holistic performance against a set of preestablished objective strategic and sustainability metrics •Payouts cannot exceed 200% of an executive’s weighted-average target annual incentive amount | •Local Currency Sales (of 3M or a business unit, as applicable) vs. Plan (weighted 33.3%) •Operating Income (of 3M or a business unit, as applicable) vs. Plan (weighted 33.3%) •3M Operating Cash Flow vs. Plan (weighted 33.3%) •Individual performance multiplier (0% - 130%) •Strategic and Sustainability Scorecard modifier (±10% of target) | ||||||||
Performance Shares | •Motivate executives to focus on continuously improving performance in key financial metrics believed to drive long-term shareholder value •Retain executive talent | •Performance metrics and goals approved by the Committee •Payouts based on cumulative performance results against preestablished goals for a three- year period •Maximum payout equal to 200% of the target number of performance shares •Cash-settled dividend equivalent rights that are payable only if the underlying shares are earned | •Cumulative Earnings per Share (weighted 50%) •Cumulative Free Cash Flow (weighted 50%) •Relative total shareholder return modifier (±20%) | |||||||
Stock Options(2) | •Motivate executives to build long-term shareholder value •Retain executive talent | •Provide value only if stock price increases •Exercise price equal to the grant date closing price for a share of 3M common stock •Three-year ratable vesting schedule •Maximum term of 10 years | •Vesting is based on continued service, while value of the options is based on stock price appreciation (100%) from the grant date | |||||||
Restricted Stock Units(2) | •Motivate executives to build long-term shareholder value •Retain executive talent | •Three-year “cliff” vesting schedule •Cash-settled dividend equivalent rights that are payable only if the underlying shares are earned | •Vesting is based on continued service, while value of the RSUs fluctuates based on total shareholder return (100%) | |||||||










55 | 3M Company |
Executive compensation | ||
![]() | Market-aligned, competitive target opportunities | The Committee conducts an annual review to ensure that the target executive compensation opportunities are aligned with the market. | |||
![]() | Pay and performance alignment | We maintain strong alignment between corporate performance and executive officer compensation by having a majority of Total Direct Compensation consist of incentive-based at-risk compensation. | |||
![]() | Independent compensation consultant | The Committee retains an independent compensation consultant who reports directly to the Committee. | |||
![]() | Annual compensation risk assessment | The Committee oversees an annual risk assessment of the compensation program to identify and mitigate significant economic and reputational risks in the design of our incentive compensation plans. | |||
![]() | Compensation recovery policy enforces stockholder accountability | We maintain a comprehensive clawback policy that covers both cash and equity compensation and includes provisions addressing reputational and financial risk as well as risk management failures. Additionally, our long-term incentive plan provides for forfeiture of awards if an employee engages in misconduct. | |||
![]() | Ownership guidelines aligned with stockholders | We maintain robust stock ownership guidelines for executive officers, with the CEO required to hold 6X base salary and the other NEOs 3X. | |||
![]() | No dividends on unearned equity awards | Dividends or dividend equivalents are paid only on earned equity awards. | |||
![]() | No hedging or pledging common stock | We prohibit our executive officers from hedging or pledging 3M common stock. | |||
![]() | No tax gross-ups on executive perquisites | We do not provide any tax gross-ups on executive perquisites, other than for taxable relocation benefits. | |||
![]() | Repricing requirements | We do not allow repriced stock options without the approval of 3M shareholders, except for equitable “anti-dilution” adjustments (such as adjustments in connection with a stock split, spinoff, or similar event). | |||
![]() | No single-trigger change- in-control benefits | We do not provide any automatic “single-trigger” accelerated vesting of equity compensation or excise tax gross-up payments to any of our executive officers upon a change in control, and we do not have any fixed-term employment agreements or change in control agreements with any of our executive officers. | |||
2026 Proxy Statement | 56 |
Executive compensation | ||
57 | 3M Company |
Executive compensation | ||
Responsible party | Primary roles and responsibilities relating to compensation decisions |
Compensation and Talent Committee (Composed solely of independent, non-employee directors and reports to the Board) | •Reviews the design of, and risks associated with, the Company’s compensation policies and practices; •Approves the compensation of our Chief Executive Officer, subject to ratification by the independent members of the Board of Directors; •Approves the compensation of our other Named Executive Officers; •Approves the performance metrics, goals, modifiers, payout slopes, and other elements used in the performance-based long-term and short-term incentive compensation arrangements of our executive officers; •Approves annual performance goals and objectives for our Chief Executive Officer; •Conducts an annual evaluation of our Chief Executive Officer’s performance and reviews such evaluations with the independent members of the Board of Directors; and •Approves all changes to the composition of the Peer Group. |
Independent non- employee members of the Board of Directors | •Considers the Committee’s annual evaluation of the performance of our Chief Executive Officer; and •Considers the Committee’s actions regarding the compensation of our Chief Executive Officer and, if deemed appropriate, ratifies such actions. |
Independent consultant to the Compensation and Talent Committee* (FW Cook) | •Provides the Committee with advice regarding the design of all elements of the Company’s executive compensation program; •Reviews the Company’s compensation policies and practices and, based on its review and expertise, provides an assessment as to whether such policies and practices are reasonably likely to have a material adverse effect on the Company; •Reviews and provides an independent assessment of materials provided to the Committee by management of the Company; •Provides advice and recommendations to the Committee regarding the composition of the Peer Group; •Provides expert knowledge of regulatory developments, marketplace trends, and best practices relating to executive compensation and competitive pay levels; •Makes recommendations regarding the compensation of the Named Executive Officers (including our Chief Executive Officer); and •Regularly attends and actively participates in meetings of the Committee, including executive sessions. |
Chief Executive Officer (Assisted by our Executive Vice President and Chief Human Resources Officer and other Company employees) | •Approves annual performance goals and objectives for the Named Executive Officers (other than himself); •Conducts an annual performance evaluation for each of the Named Executive Officers (other than himself) and presents the results to the Committee; and •Makes recommendations to the Committee with respect to the compensation of the Named Executive Officers (other than himself) based on the final assessment of their performance. |
2026 Proxy Statement | 58 |
Executive compensation | ||
Entities removed from the Peer Group for 2025 | Entities added to the Peer Group for 2025 | |||
![]() | •Abbott Laboratories | ![]() | •Carrier Global Corporation | |
•The Boeing Company | •Colgate-Palmolive Company | |||
•Johnson & Johnson | •Cummins Inc. | |||
•The Procter & Gamble Company | •Dow Inc. | |||
•Ecolab Inc. | ||||
•General Dynamics Corporation | ||||
•Northrop Grumman Corporation | ||||
•Trane Technologies plc | ||||
2025 Peer Group | |||||
•Carrier Global Corporation •Caterpillar Inc. •Colgate-Palmolive Company •Corning Incorporated •Cummins Inc. •Deere & Company •Dow Inc. | •DuPont de Nemours, Inc. •Eaton Corporation plc •Ecolab Inc. •Emerson Electric Co. •General Dynamics Corporation •GE Aerospace •Honeywell International Inc. | •Illinois Tool Works Inc. •Johnson Controls International plc •Kimberly-Clark Corporation •Northrop Grumman Corporation •Parker-Hannifin Corporation •TE Connectivity plc •Trane Technologies plc | |||
59 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 60 |
Executive compensation | ||
NEO | 2024 Annual Base Salary | 2025 Annual Base Salary(1) | Change (%) |
William M. Brown | $1,800,000 | $1,800,000 | —% |
Anurag Maheshwari | $1,050,000 | $1,078,350 | 2.7% |
Wendy A. Bauer | $806,400 | $836,237 | 3.7% |
Christian T. Goralski | $783,000 | $811,971 | 3.7% |
Kevin H. Rhodes | $914,022 | $938,701 | 2.7% |
NEO | 2024 target annual incentive opportunity (% of base salary) | 2025 target annual incentive opportunity (% of base salary) | Change (%) |
William M. Brown | 175% | 175% | n/a |
Anurag Maheshwari | 110% | 110% | n/a |
Wendy A. Bauer | 100% | 100% | n/a |
Christian T. Goralski | 100% | 100% | n/a |
Kevin H. Rhodes | 90% | 90% | n/a |
61 | 3M Company |
Executive compensation | ||
Total Weighted- Average Target AIP Payout ($) | Business Performance Multiplier (%) | Individual Performance Multiplier (%) | Strategic and Sustainability Modifier (if any) (%) | Annual Incentive Payment ($) | ||||||
X | X | ± | = | |||||||
Calculated amount that reflects mid-year changes in the participant’s target annual incentive compensation opportunity | Adjustment factor based on performance against pre-established corporate and business unit goals | Adjustment factor based on individual performance against pre-established goals and objectives, which can be both quantitative and qualitative | Amounts earned adjusted by ±10% of the participant’s total weighted-average target AIP payout or left unchanged, based on the Committee’s assessment of 3M’s holistic performance against a set of pre- established, objective metrics | Final AIP payment may range from 0 percent to 200 percent of an individual’s total weighted-average target amount |
Performance metric | Business unit | Threshold ($) | Target ($) | Maximum ($) | Actual vs. target | Payout % | Weighting | Weighted payout % | |
Local Currency Sales vs. Plan | 3M Worldwide | 24,178 | 100% | 100.0% | 33.3% | ||||
23,052 | 24,265 | 25,478 | |||||||
Operating Income vs. Plan | 3M Worldwide | 5,693 | 104% | 126.7% | 42.2% | ||||
4,673 | 5,498 | 6,323 | |||||||
Operating Cash Flow vs. Plan | 3M Worldwide | 5,264 | 100% | 100.0% | 33.3% | ||||
4,205 | 5,256 | 6,307 | |||||||
Business Performance Factor | 108.9% | ||||||||






2026 Proxy Statement | 62 |
Executive compensation | ||
Performance metric | Business unit | Threshold ($) | Target ($) | Maximum ($) | Actual vs. target | Payout % | Weighting | Weighted payout % | |
Local Currency Sales vs. Plan | Transportation and Electronics | 7,573 | 100% | 100.0% | 33.3% | ||||
7,225 | 7,605 | 7,985 | |||||||
Operating Income vs. Plan | Transportation and Electronics | 1,728 | 100% | 100.0% | 33.3% | ||||
1,467 | 1,726 | 1,985 | |||||||
Operating Cash Flow vs. Plan | 3M Worldwide | 5,264 | 100% | 100.0% | 33.3% | ||||
4,205 | 5,256 | 6,307 | |||||||
Business Performance Factor | 100.0% | ||||||||






Performance metric | Business unit | Threshold ($) | Target ($) | Maximum ($) | Actual vs. target | Payout % | Weighting | Weighted payout % | |
Local Currency Sales vs. Plan | Safety and Industrial | 11,315 | 100% | 100.0% | 33.3% | ||||
10,712 | 11,276 | 11,840 | |||||||
Operating Income vs. Plan | Safety and Industrial | 2,894 | 109% | 160.0% | 53.3% | ||||
2,260 | 2,659 | 3,058 | |||||||
Operating Cash Flow vs. Plan | 3M Worldwide | 5,264 | 100% | 100.0% | 33.3% | ||||
4,205 | 5,256 | 6,307 | |||||||
Business Performance Factor | 120.0% | ||||||||






63 | 3M Company |
Executive compensation | ||
Committee consideration of 2025 Annual Incentive Plan (AIP) performance targets | ||
•The targets for the AIP performance metrics were established in early 2025. •When approving the targets, the Committee considered the Enterprise Operating Plan reviewed with the Board for 2025. The process to develop the Enterprise Operating Plan was thorough and comprehensive, taking into account a wide range of inputs, including estimates of Worldwide GDP and Worldwide IPI for 2025, macroeconomic and specific market trends, key enterprise strategies, and various potential scenarios. The Committee’s approach was intended to ensure that the 2025 performance targets were not only challenging but also incentivized significant progress on the Company’s transformation priorities and appropriately reflected the complex operating environment facing the Company. •2025 target performance levels are lower on an absolute basis compared to the targets and actuals for 2024, as they reflect only continuing operations following the Solventum separation completed last year. Targets set for 2025 represent year-over-year growth for our continued operations compared to last year’s performance. •Local Currency Sales vs. Plan targets were set to reflect positive year-over-year growth rates for the Company and each individual business division, despite anticipated challenging overall macroeconomic and industry conditions •Operating Income vs. Plan targets required the achievement of double-digit year-over-year growth with an intent to incentivize effective and on-time execution of the restructuring and productivity initiatives planned for 2025 •Operating Cash Flow vs. Plan target was set at a level that reflects a cash flow conversion rate above the median performance of the comparable compensation peers, consistent with the prior year’s practice, and was intended to continue incentivizing effective working capital management •When the Committee set the 2025 AIP target levels, it recognized the potential for significant cash payments in 2025 due to the 2023 settlement agreements with U.S.-based public water suppliers and for Combat Arms Earplugs and the potential for additional settlements. Since all potential settlement payments were adjusted out or disregarded when setting initial guidance and it was anticipated that such payments would be similarly adjusted out or disregarded when updating guidance and reporting results throughout the year, the Committee chose not to reflect the settlement payments in the 2025 goals. The Committee instead determined it was appropriate to adjust the performance results used to calculate incentive compensation payouts to closely align with the Company’s reported, non-GAAP financial results, consistent with its historical practice. This approach ensures that participants are compensated based on the Committee’s assessment of the Company’s 2025 operating performance, which closely aligns with the Company’s publicly reported non-GAAP financial results. •The Committee believes all of the goals were set to be rigorous, consistent and aligned with the Company’s strategic priorities, significant transformation initiatives, internal operating plan, business outlook, objective of increasing long-term shareholder value, commitment to taking actions that reduce risk and uncertainty for the Company, and pay-for-performance philosophy. | ||
2026 Proxy Statement | 64 |
Executive compensation | ||
![]() | William M. Brown Chairman and Chief Executive Officer •Continued “Journey to Zero” safety campaign making safety a top priority every day •Outperformed the macro with positive Organic Sales Growth through sharpened commercial execution •Delivered sustained improvements in operational performance: on-time-in-full delivery up over 300 bps, overall equipment effectiveness up over 300 bps, and cost of poor quality down 100 bps year-over-year •Generated strong cash flow, while maintaining discipline on capital deployment and returning capital to shareholders •Increased new product launches to 284, up by almost 70 percent year-over-year and well ahead of our 2025 target •Led a stronger performance culture with new behavioral expectations, supported through clear goal alignment, reinforcement in learning and development, and advanced through regular performance conversations •Advanced the development of 3M’s senior leadership team, including the appointment and onboarding of a new Executive Vice President & Chief Strategy Officer •Increased volunteerism in our communities from 91,000 to 144,500 hours, up 59 percent year- over-year •Delivered a successful Investor Day and subsequent extensive investor outreach •Set tone from the top on ethical and compliant business conduct, and led actions to continue to address risk and uncertainty across the enterprise | ||
![]() | Anurag Maheshwari Executive Vice President and Chief Financial Officer •Owned and ensured delivery on all 3M’s capital allocation priorities and delivered improvements in operating income •Developed a compelling investor strategy, a successful Investor Day and subsequent outreach, with performance results at the end of 2025 tracking ahead of the three-year goals shared with investors •Led the China and India businesses to above plan performance | ||
![]() | Wendy A. Bauer Group President, Transportation and Electronics •Through persistence and daily management, delivered financial targets, despite weak auto/ commercial vehicle markets •Focused on performance culture, driving day-to-day tactical execution, and increased operating speed •Made good progress on commercial excellence and alignment to key growth verticals | ||
65 | 3M Company |
Executive compensation | ||
![]() | Christian T. Goralski Group President, Safety and Industrial •Exceeded plan financials through improved commercial excellence, including sales force performance, pricing to offset tariffs, cross-selling, and customer churn management •Drove outperformance on new product launches and sales •Increased operating tempo in partnership with supply chain and services, to deliver consistently each quarter | ||
![]() | Kevin H. Rhodes Executive Vice President, Chief Legal Affairs Officer and Secretary •Strong leadership of litigation and liability risks, including oversight of global government affairs, reaching a proposed settlement with the State of New Jersey to resolve legacy PFAS related claims, and achieving increased insurance recoveries •Solid intellectual property (IP) oversight – with both patent filings and IP income up •Effective management of Board processes including new director search and onboarding, and improvements in material preparation | ||
(a) | (b) | (c) | (d) | (e) = (a) × ((b) × (c) + (d)) | |||
Named Executive Officer | Total weighted- average target AIP payout(1) ($) | Business performance factor | Individual performance multiplier | Strategic and sustainability modifier | Approved 2025 AIP payout(2) ($) | ||
William M. Brown | 3,150,000 | 108.9% | 100% | 10% | 3,745,322 | ||
Anurag Maheshwari | 1,178,389 | 108.9% | 110% | 10% | 1,529,419 | ||
Wendy A. Bauer | 828,778 | 100.0% | 100% | 10% | 911,655 | ||
Christian T. Goralski | 804,728 | 120.0% | 105% | 10% | 1,094,414 | ||
Kevin H. Rhodes | 839,278 | 108.9% | 100% | 10% | 997,894 | ||
2026 Proxy Statement | 66 |
Executive compensation | ||
Name | Target grant value of 2025 annual performance share awards (1)($) | Target grant value of 2025 annual stock option awards ($) | Target grant value of 2025 annual RSU awards ($) | Aggregate target grant value of all 2025 annual awards ($) | |||
William M. Brown | 7,000,000 | 7,000,000 | — | 14,000,000 | |||
Anurag Maheshwari | 2,150,000 | 1,075,000 | 1,075,000 | 4,300,000 | |||
Wendy A. Bauer | 1,570,000 | 785,000 | 785,000 | 3,140,000 | |||
Christian T. Goralski | 1,570,000 | 785,000 | 785,000 | 3,140,000 | |||
Kevin H. Rhodes | 1,465,000 | 732,500 | 732,500 | 2,930,000 |
67 | 3M Company |
Executive compensation | ||
(Dollars in millions, except per share amounts) | |||||
2025 performance share award targets | 2025-2027 ($) | Weighted payout level (% of target) | |||
Earnings per Share | Threshold* | 23.00 | 10% | ||
Target | 25.00 | 50% | |||
Maximum | 27.00 | 100% | |||
Free Cash Flow | Threshold* | 12,465 | 10% | ||
Target | 13,850 | 50% | |||
Maximum | 15,235 | 100% | |||
Relative TSR Payout Modifier | If the Company’s Relative TSR Percentile rank is: - At or below the 25th percentile - Between the 25th and 75th percentile - At or above the 75th percentile | The otherwise applicable payout percentage will be: - Reduced by 20 percent - Left unchanged - Increased by 20 percent | |||


2026 Proxy Statement | 68 |
Executive compensation | ||
Committee consideration of 2025 long-term incentive performance targets | ||
•In 2025, the Committee introduced a long-term incentive plan centered on two key metrics: cumulative Earnings per Share and cumulative Free Cash Flow. These metrics were aligned with the approved payout curve, with threshold, target, and maximum levels corresponding to payout percentages of 20 percent, 100 percent, and 200 percent, respectively. •The Earnings per Share goal aligns with the three-year financial framework presented at the February 2025 Investor Day. It is anchored to the midpoint of the publicly disclosed 2025 EPS guidance and reflects an implied EPS growth rate in the high single digits. •The Free Cash Flow goal implies a conversion range consistent with historical performance, with the target level requiring conversion above 100 percent, which exceeds the Peer Group median of roughly 93 percent as measured over the past three years. The performance levels excluded the impact of certain litigation settlements, consistent with our non-GAAP earnings guidance and reporting. •The Relative TSR payout modifier requires our relative performance to be at or above the 75th percentile for the payouts to be increased by 20 percent. No payout increase will be provided if our Relative TSR performance falls below the 75th percentile and payouts will be reduced 20 percent if our Relative TSR performance is at or below the 25th percentile. •When the Committee set the 2025 performance share award goals, it recognized the potential for significant cash payments in 2025 due to the 2023 settlement agreements with U.S.-based Public Water Suppliers and for Combat Arms Earplugs and the potential for additional settlements. Since all potential settlement payments were adjusted out or disregarded when setting initial guidance and it was anticipated that such payments would be adjusted out or disregarded when updating guidance and reporting results throughout the year, the Committee chose not to reflect the settlement payments in the 2025 goals. The Committee instead decided to adjust the performance results used to calculate incentive compensation payouts to closely align with the Company’s reported, non-GAAP financial results, consistent with its historical practice. This approach ensures that participants are compensated based on the Committee’s assessment of the Company’s 2025 operating performance, which closely aligns with the Company’s publicly reported non-GAAP financial results. •The Committee believes all of the performance goals were set to be rigorous, consistent and aligned with the Company’s strategic priorities, significant transformation initiatives, internal operating plan, business outlook, objective of increasing long-term shareholder value, objective of reducing risk and uncertainty, and pay-for- performance philosophy. | ||
69 | 3M Company |
Executive compensation | ||
Factor | Committee’s Perspective | ||||
![]() | Consistency with financial reporting results and the Company’s financial performance | The Exclusion Policy was applied to align our 2025 financial performance results used for compensation purposes with the non-GAAP performance results used in our financial reporting, earnings guidance, and other investor communications. Both our 2025 performance targets and results excluded special items that the Committee deemed unrelated to the Company’s operational performance for the corresponding measurement period. These exclusions included the impact of net costs from significant litigation. While such items may be anticipated, the Committee excludes them from both the performance goals and results, as they do not reflect the Company’s core operating performance in a given year, nor its ongoing business operations. This approach holds the management team accountable for performance results that accurately reflect the Company’s performance, while avoiding unjust rewards or penalties for outcomes that are beyond the management team’s control. | |||
![]() | Alignment with shareholders | The Committee also considered that the litigation charges were largely already reflected in the Company’s stock price performance, which significantly impacted the realizable compensation of certain executives for multiple years. | |||
![]() | Positive incentives | Failure to exclude litigation settlements and make other adjustments, such as those associated with the PFAS manufacturing exit, could disincentivize management from taking action when it is in the best interests of shareholders but would adversely impact their incentive compensation payouts. | |||
![]() | Relationship with decision-making of the current executives | The litigation adjustments were the result of multi-year lawsuits that stem from events taking place many years, even decades prior, unrelated to decision-making of the current management team, including Mr. Brown, Mr. Maheshwari, and Ms. Bauer, each of whom joined 3M in 2024. | |||
![]() | Retention of executive leadership team | The Committee determined that it was critical to continue to appropriately incentivize and retain the recently refreshed executive leadership and broader senior management team to drive the Company’s transformation strategy, without penalizing pay with legacy manufacturing and litigation impacts while continuing to encourage long-term shareholder value creation. | |||
2026 Proxy Statement | 70 |
Executive compensation | ||
2023 | 2024 | 2025 | 2026 | 2027 | ||||||||
2023 PSA | Year 1 (50%) | Year 2 (30%) | Year 3 (20%) | |||||||||
2024 PSA | Year 1 (50%) | Year 2 (30%) | Year 3 (20%) | |||||||||
2025 PSA | 2025-2027 3-year Performance Period (100%) | |||||||||||
71 | 3M Company |
Executive compensation | ||


The final payout percentage for each performance share award issued in 2023 and 2024 equals the sum of the payout percentages for each year during the performance period based on the Company’s performance against the financial goals approved by the Committee at the beginning of the performance period. For performance shares issued in 2025, the performance results will be measured upon completion of the full three-year performance cycle, ending on December 31, 2027, without interim performance measurement opportunities. | ||
2026 Proxy Statement | 72 |
Executive compensation | ||
Payout level (% of target) | Performance year and weighting | Actual result(1) | Percent of target performance shares accrued | ||||||||
Performance levels for... | |||||||||||
2023 | 2024 | 2025 | |||||||||
Earnings per Share Growth | Threshold(2) | -6.0% | 10.0% | 2.0% | 6.7% | Year 1 – 50% | -0.4% | 16.7% | |||
Target | -4%-0% | 14.0% | 5.0% | 33.3% | Year 2 – 30% | 20.0% | 20.0% | ||||
Maximum | 1.0% | 18.0% | 8.0% | 66.7% | Year 3 – 20% | 11.2% | 13.3% | ||||
Relative Organic Sales Growth(4) | Threshold(2) | -2.9% | -1.5% | -1.5% | 6.7% | Year 1 – 50% | -2.8% | 4.2% | |||
Target | -1.4%-0% | —% | —% | 33.3% | Year 2 – 30% | 0.9% | 16.0% | ||||
Maximum | 0.5% | 1.5% | 1.5% | 66.7% | Year 3 – 20% | -0.4% | 5.2% | ||||
Free Cash Flow Growth | Threshold(2) | -2.0% | 2.0% | 2.0% | 6.7% | Year 1 – 50% | 30.3% | 33.3% | |||
Target | 3.0% | 5.0% | 5.0% | 33.3% | Year 2 – 30% | 4.9% | 9.7% | ||||
Maximum | 8.0% | 8.0% | 8.0% | 66.7% | Year 3 – 20% | 1.5% | —% | ||||
Total | 118.4% | ||||||||||



Payout level (% of target) | Performance year and weighting | Actual result(1) | Percent of target performance shares accrued | |||||||
Performance levels for... | ||||||||||
2024(3) | 2025/2026(4) | |||||||||
Earnings per Share Growth | Threshold(2) | 10.0% | 1.0% | 6.7% | Year 1 – 50% | 20.0% | 33.3% | |||
Target | 14.0% | 3.25% | 33.3% | Year 2 – 30% | 11.2% | 20.0% | ||||
Maximum | 18.0% | 5.5% | 66.7% | Year 3 – 20% | ||||||
Relative Organic Sales Growth(5) | Threshold(2) | -1.0% | -1.0% | 6.7% | Year 1 – 50% | 0.9% | 31.7% | |||
Target | —% | —% | 33.3% | Year 2 – 30% | -0.4% | 6.8% | ||||
Maximum | 1.0% | 1.0% | 66.7% | Year 3 – 20% | ||||||
Free Cash Flow Growth | Threshold(2) | $3,430 | 1.0% | 6.7% | Year 1 – 50% | $4,309 | 33.3% | |||
Target | $3,810 | 3.25% | 33.3% | Year 2 – 30% | 1.5% | 3.8% | ||||
Maximum | $4,195 | 5.5% | 66.7% | Year 3 – 20% | ||||||
Total | 128.9% | |||||||||



73 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 74 |
Executive compensation | ||
Multiple of measurement date base salary required | Compliance status as of December 31, 2025(1) | |||||
Name | Percentage of Named Executive Officers in compliance with the Company’s stock ownership guidelines as of December 31, 2025: 100% | |||||
William M. Brown | 6X | In compliance | ||||
Anurag Maheshwari | 3X | In compliance | ||||
Wendy A. Bauer | 3X | In compliance | ||||
Christian T. Goralski | 3X | In compliance | ||||
Kevin H. Rhodes | 3X | In compliance | ||||
75 | 3M Company |
Executive compensation | ||
The Company’s stock trading policies prohibit the Company’s directors and executive officers from (1) purchasing any financial instrument that is designed to hedge or offset any decrease in the market value of the Company’s common stock, including prepaid variable forward contracts, equity swaps, collars, and exchange funds; (2) engaging in short sales related to the Company’s common stock; (3) placing standing orders for 3M securities; (4) maintaining margin accounts; and (5) pledging 3M securities as collateral for a loan. All discretionary transactions in 3M securities by directors and executive officers must be pre-cleared with the Company’s Legal Affairs department and conducted during approved trading windows. | |||||
•No hedging •No short sales •No standing orders •No margin accounts •No pledging | |||||
2026 Proxy Statement | 76 |
Executive compensation | ||
Potential clawback triggering events | Amounts the board is authorized to recoup |
Issuance of noncompliant financial reports. 3M’s issuance of a financial report that, due to the covered executive’s misconduct, is materially noncompliant with Federal securities laws | All profits realized by the covered executive on the sale of Company securities during the 12-month period following the issuance of the noncompliant financial report |
Accounting restatement. 3M’s filing of an accounting restatement of the Company’s financial statements with the Securities and Exchange Commission to correct an error that is material to the previously issued financial statements, or that would result in a material restatement if the error were corrected in the current period or left uncorrected in the current period (regardless of whether the restatement is due to a covered executive’s misconduct or failure of risk management) | All annual and long-term incentive compensation that is granted, earned or vested (on a pre-tax basis) based wholly or in part upon the attainment of a financial reporting measure or the Company’s stock price (e.g., annual cash incentive and performance-based equity awards) in excess of amounts that would have been provided based on the restated financial results. The trigger applies to incentive compensation that is received by current and former executive officers during the three completed fiscal years preceding the date that the Company concludes, or reasonably should have concluded, that the Company is required to prepare an accounting restatement |
Significant misconduct. An act of misconduct by the covered executive that has or might reasonably be expected to cause significant financial or reputational harm to 3M | Annual incentive payments, long-term incentive awards (including service- and performance-based awards) and other amounts paid or provided to the covered executive that would not have been awarded or earned if the circumstances surrounding the triggering event had been known to the Committee |
Significant risk-management failure. Improper or grossly negligent failure of a covered executive, including in a supervisory capacity, to identify, escalate, monitor or manage, in a timely manner and as reasonably expected, risks material to the Company, which has or might reasonably be expected to cause significant financial or reputational harm to 3M | Annual incentive payments, long-term incentive awards (including service- and performance-based awards) and other amounts paid or provided to the covered executive that would not have been awarded or earned if the circumstances surrounding the triggering event had been known to the Committee |
77 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 78 |
Executive compensation | ||
Name and principal position | Year | Salary ($) | Bonus ($)(1) | Stock awards ($)(2) | Option awards ($)(3) | Non-equity incentive plan compensation ($)(4) | Change in pension value and nonqualified deferred compensation earnings ($)(5) | All other compensation ($)(6) | Total ($) |
William M. Brown(7)(8) | 2025 | 1,800,000 | — | 7,753,852 | 7,001,242 | 3,745,322 | — | 704,593 | 21,005,009 |
Chairman and Chief Executive Officer | 2024 | 1,200,000 | 3,000,000 | 9,333,492 | 4,333,801 | 2,711,725 | — | 612,013 | 21,191,031 |
Anurag Maheshwari(8)(9) | 2025 | 1,071,263 | — | 3,456,678 | 1,075,188 | 1,529,419 | — | 349,752 | 7,482,301 |
Executive Vice President and Chief Financial Officer | 2024 | 350,000 | 3,150,000 | 5,833,685 | — | 495,070 | — | 120,953 | 9,949,708 |
Wendy A. Bauer(8)(10) | 2025 | 828,778 | — | 2,524,306 | 785,163 | 911,655 | — | 112,875 | 5,162,777 |
Group President, Transportation and Electronics | 2024 | 434,215 | 1,200,000 | 3,431,707 | — | 608,301 | — | 141,301 | 5,815,524 |
Christian T. Goralski(8) | 2025 | 804,728 | — | 2,524,306 | 785,163 | 1,094,414 | — | 180,967 | 5,389,578 |
Group President, Safety and Industrial | 2024 | 769,500 | — | 4,000,054 | — | 923,426 | — | 164,372 | 5,857,352 |
Kevin H. Rhodes | 2025 | 932,531 | — | 2,355,346 | 732,629 | 997,894 | 1,620,163 | 98,243 | 6,736,806 |
Executive Vice President, Chief Legal Affairs Officer and Secretary | 2024 | 907,367 | — | 3,430,172 | — | 1,050,206 | 1,353,342 | 97,487 | 6,838,574 |
2023 | 872,787 | — | 3,809,184 | — | 816,928 | 1,121,163 | 87,951 | 6,708,013 | |
79 | 3M Company |
Executive compensation | ||
Name | 401(k) company contributions ($)(1) | VIP Excess Plan company contributions ($)(2) | Executive life insurance ($)(3) | Personal aircraft use ($)(4) | Other ($)(5) | Total ($) | |
William M. Brown | 28,000 | 418,126 | — | 241,897 | 16,570 | 704,593 | |
Anurag Maheshwari | 28,000 | 67,520 | — | — | 254,232 | 349,752 | |
Wendy A. Bauer | 28,000 | 41,713 | 14,036 | — | 29,126 | 112,875 | |
Christian T. Goralski | 27,475 | 124,456 | 14,036 | — | 15,000 | 180,967 | |
Kevin H. Rhodes | 9,530 | 48,383 | 23,760 | — | 16,570 | 98,243 |
2026 Proxy Statement | 80 |
Executive compensation | ||
Estimated future payouts under non-equity incentive plan awards(2) | Estimated future payouts under equity incentive plan awards(3) | All other stock awards: number of shares of stock or units (#)(4) | All other option awards: number of securities underlying options (#)(5) | Exercise or base price of option awards ($/Sh)(6) | Grant date fair value of stock and option awards ($)(7) | ||||||||
Name/ Award type(1) | Grant Date | Approval Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | |||||
William M. Brown | |||||||||||||
2025 PSA | 03/03/25 | 02/03/25 | 4,563 | 45,627 | 91,254 | 7,753,852 | |||||||
2025 SO | 02/12/25 | 02/03/25 | 211,902 | 148.87 | 7,001,242 | ||||||||
AIP | n/a | n/a | 525,105 | 3,150,000 | 6,300,000 | — | |||||||
Anurag Maheshwari | |||||||||||||
2025 PSA | 03/03/25 | 02/03/25 | 1,401 | 14,014 | 28,028 | 2,381,539 | |||||||
2025 SO | 02/12/25 | 02/03/25 | 32,542 | 148.87 | 1,075,188 | ||||||||
2025 RSU | 02/12/25 | 02/03/25 | 7,222 | 1,075,139 | |||||||||
AIP | n/a | n/a | 196,437 | 1,178,389 | 2,356,778 | — | |||||||
Wendy A. Bauer | |||||||||||||
2025 PSA | 03/03/25 | 02/03/25 | 1,023 | 10,234 | 20,468 | 1,739,166 | |||||||
2025 SO | 02/12/25 | 02/03/25 | 23,764 | 148.87 | 785,163 | ||||||||
2025 RSU | 02/12/25 | 02/03/25 | 5,274 | 785,140 | |||||||||
AIP | n/a | n/a | 138,157 | 828,778 | 1,657,556 | — | |||||||
Christian T. Goralski | |||||||||||||
2025 PSA | 03/03/25 | 02/03/25 | 1,023 | 10,234 | 20,468 | 1,739,166 | |||||||
2025 SO | 02/12/25 | 02/03/25 | 23,764 | 148.87 | 785,163 | ||||||||
2025 RSU | 02/12/25 | 02/03/25 | 5,274 | 785,140 | |||||||||
AIP | n/a | n/a | 134,148 | 804,728 | 1,609,456 | — | |||||||
Kevin H. Rhodes | |||||||||||||
2025 PSA | 03/03/25 | 02/03/25 | 955 | 9,549 | 19,098 | 1,622,757 | |||||||
2025 SO | 02/12/25 | 02/03/25 | 22,174 | 148.87 | 732,629 | ||||||||
2025 RSU | 02/12/25 | 02/03/25 | 4,921 | 732,589 | |||||||||
AIP | n/a | n/a | 139,908 | 839,278 | 1,678,556 | — | |||||||
81 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 82 |
Executive compensation | ||
Option Awards | Stock Awards | |||||||||||
Name | Number of securities underlying unexercised options (#) exercisable | Number of securities underlying unexercised options (#) unexercisable | Option exercise price ($) | Option expiration date | Number of shares or units of stock that have not vested (#) | Market value of shares or units of stock that have not vested ($)(1) | Equity incentive plan awards: number of unearned shares, units or other rights that have not vested (#) | Equity incentive plan awards: market or payout value of unearned shares, units or other rights that have not vested ($)(1) | ||||
William M. Brown | 70,365 | 140,731 | (2) | 97.15 | 05/02/34 | |||||||
— | 211,902 | (3) | 148.87 | 02/11/35 | ||||||||
17,157 | (4) | 2,832,964 | ||||||||||
89,210 | (5) | 14,730,355 | ||||||||||
51,468 | (5) | 8,498,396 | ||||||||||
91,254 | (6) | 14,809,612 | ||||||||||
Anurag Maheshwari | — | 32,542 | (3) | 148.87 | 02/11/35 | |||||||
21,889 | (7) | 3,583,667 | ||||||||||
4,865 | (8) | 796,498 | ||||||||||
7,222 | (9) | 1,177,330 | ||||||||||
9,730 | (5) | 1,592,996 | ||||||||||
28,028 | (6) | 4,548,664 | ||||||||||
Wendy A. Bauer | — | 23,764 | (3) | 148.87 | 02/11/35 | |||||||
7,952 | (10) | 1,307,468 | ||||||||||
9,103 | (11) | 1,496,715 | ||||||||||
5,274 | (9) | 859,767 | ||||||||||
18,206 | (5) | 2,993,431 | ||||||||||
20,468 | (6) | 3,321,752 | ||||||||||
Christian T. Goralski | 4,902 | — | 154.69 | 02/06/27 | ||||||||
3,558 | — | 205.62 | 02/05/28 | |||||||||
4,653 | — | 177.01 | 02/04/29 | |||||||||
7,375 | — | 138.39 | 02/03/30 | |||||||||
6,731 | — | 154.04 | 02/01/31 | |||||||||
14,751 | — | 142.94 | 02/07/32 | |||||||||
— | 23,764 | (3) | 148.87 | 02/11/35 | ||||||||
5,639 | (12) | 968,376 | ||||||||||
20,587 | (13) | 3,399,325 | ||||||||||
5,274 | (9) | 859,767 | ||||||||||
41,174 | (5) | 6,798,650 | ||||||||||
20,468 | (6) | 3,321,752 | ||||||||||
Kevin H. Rhodes | 7,669 | — | 154.69 | 02/06/27 | ||||||||
6,501 | — | 205.62 | 02/05/28 | |||||||||
5,435 | — | 177.01 | 02/04/29 | |||||||||
4,307 | — | 138.39 | 02/03/30 | |||||||||
3,366 | — | 154.04 | 02/01/31 | |||||||||
— | 22,174 | (3) | 148.87 | 02/11/35 | ||||||||
17,904 | (12) | 3,074,644 | ||||||||||
17,075 | (13) | 2,819,424 | ||||||||||
4,718 | (9) | 769,128 | ||||||||||
35,308 | (5) | 5,830,057 | ||||||||||
19,098 | (6) | 3,099,414 | ||||||||||
83 | 3M Company |
Executive compensation | ||
Option exercises and stock vested | |||||||
Option awards | Stock awards | ||||||
Name | Number of shares acquired on exercise (#) | Value realized on exercise ($)(1) | Number of shares acquired on vesting (#) | Value realized on vesting ($)(2) | |||
William M. Brown | — | — | 8,577 | (3) | 1,242,893 | ||
Anurag Maheshwari | — | — | 10,944 | (4) | 1,738,892 | ||
Wendy A. Bauer | — | — | 7,951 | (5) | 1,245,683 | ||
Christian T. Goralski | 13,043 | (6) | 156,441 | — | — | ||
Kevin H. Rhodes | 14,826 | (6) | 215,847 | 32,589 | (7) | 5,383,181 | |
2026 Proxy Statement | 84 |
Executive compensation | ||
Name | Plan name | Number of years credited service (#) | Present value of accumulated benefits ($) | Payments during last fiscal year ($) |
William M. Brown | None | — | — | — |
Anurag Maheshwari | None | — | — | — |
Wendy A. Bauer | None | — | — | — |
Christian T. Goralski | None | — | — | — |
Kevin H. Rhodes | Employee retirement income plan | 25 | 1,325,836 | — |
Nonqualified pension plan | 25 | 5,594,506 | — |
85 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 86 |
Executive compensation | ||
Name | Executive contributions in last FY ($)(1) | Registrant contributions in last FY ($)(2) | Aggregate earnings in last FY ($)(3) | Aggregate withdrawals/ distributions ($) | Aggregate balance at last FYE ($)(4) |
William M. Brown | |||||
VIP excess plan | 105,000 | 199,852 | 37,518 | — | 367,831 |
Deferred compensation excess plan | — | — | — | — | — |
Performance awards deferred compensation plan | — | — | — | — | — |
Anurag Maheshwari | |||||
VIP excess plan | — | 36,490 | 3,717 | — | 40,357 |
Deferred compensation excess plan | — | — | — | — | — |
Performance awards deferred compensation plan | — | — | — | — | — |
Wendy A. Bauer | |||||
VIP excess plan | — | 32,612 | 3,931 | — | 39,200 |
Deferred compensation excess plan | — | — | — | — | — |
Performance awards deferred compensation plan | — | — | — | — | — |
Christian T. Goralski | |||||
VIP excess plan | 149,315 | 110,777 | 210,939 | — | 1,391,695 |
Deferred compensation excess plan | — | — | — | — | — |
Performance awards deferred compensation plan | — | — | — | — | — |
Kevin H. Rhodes | |||||
VIP excess plan | 174,774 | 49,952 | 54,347 | — | 1,351,276 |
Deferred compensation excess plan | — | — | 2,331 | — | 54,351 |
Performance awards deferred compensation plan | 375,942 | — | 152,481 | — | 880,215 |
87 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 88 |
Executive compensation | ||
89 | 3M Company |
Executive compensation | ||
2026 Proxy Statement | 90 |
Executive compensation | ||
91 | 3M Company |
Executive compensation | ||
All amounts in U.S. dollars | Termination of employment due to ... | |||||
Name | Death | Disability | Qualifying termination not in connection with a change in control | Qualifying termination in connection with a change in control(1) | Retirement/ other reason | |
William M. Brown | ||||||
Cash severance | — | — | 9,900,000 | 9,900,000 | — | |
Outstanding PSAs(2) | 19,019,182 | — | 13,997,505 | 14,764,806 | — | |
Unvested RSUs(3) | 2,832,964 | 2,832,964 | — | 2,832,964 | — | |
Unvested options(4) | 11,238,676 | — | — | 11,238,676 | — | |
401(k) Plan vesting | — | — | 39,392 | 39,392 | — | |
Outplacement services | — | — | 3,500 | 3,500 | — | |
Total | 33,090,822 | 2,832,964 | 23,940,397 | 38,779,338 | — | |
Anurag Maheshwari | ||||||
Cash severance | — | — | 3,396,803 | 3,396,803 | — | |
Outstanding PSAs(2) | 3,070,830 | — | 1,548,772 | 1,601,390 | — | |
Unvested RSUs(3) | 5,557,495 | 5,557,495 | 265,473 | 5,557,495 | — | |
Unvested options(4) | 365,447 | — | — | 365,447 | — | |
401(k) Plan vesting | — | — | 38,667 | 38,667 | — | |
Outplacement services | — | — | 3,500 | 3,500 | — | |
Total | 8,993,772 | 5,557,495 | 5,253,215 | 10,963,302 | — | |
Wendy A. Bauer | ||||||
Cash severance | — | — | 2,508,710 | 2,508,710 | — | |
Outstanding PSAs(2) | 3,157,591 | — | 2,039,317 | 2,138,268 | — | |
Unvested RSUs(3) | 3,663,951 | 3,663,951 | 498,855 | 3,663,951 | — | |
Unvested options(4) | 266,870 | — | — | 266,870 | — | |
Life insurance proceeds(5) | 3,000,000 | — | — | — | — | |
401(k) Plan vesting | — | — | 39,635 | 39,635 | — | |
Outplacement services | — | — | 3,500 | 3,500 | — | |
Total | 10,088,412 | 3,663,951 | 5,090,017 | 8,620,934 | — | |
Christian T. Goralski | ||||||
Cash severance | — | — | 2,435,913 | 2,435,913 | — | |
Outstanding PSAs(2) | 5,060,201 | — | 3,928,034 | 4,152,584 | — | |
Unvested RSUs(3) | 5,227,469 | 5,227,469 | 1,778,519 | 5,227,469 | — | |
Unvested options(4) | 266,870 | — | — | 266,870 | — | |
Life insurance proceeds(5) | 3,000,000 | — | — | — | — | |
Outplacement services | — | — | 3,500 | 3,500 | — | |
Total | 13,554,540 | 5,227,469 | 8,145,966 | 12,086,336 | — | |
Kevin H. Rhodes | ||||||
Cash severance | — | — | 2,675,297 | 2,675,297 | — | |
Outstanding PSAs(2) | 4,464,736 | — | — | 3,602,817 | — | |
Unvested RSUs(3) | 6,654,363 | 6,654,363 | — | 6,654,363 | — | |
Unvested options(4) | 249,014 | — | — | 249,014 | — | |
Life insurance proceeds(5) | 3,000,000 | — | — | — | — | |
Outplacement services | — | — | 3,500 | 3,500 | — | |
Total | 14,368,113 | 6,654,363 | 2,678,797 | 13,184,991 | — | |
2026 Proxy Statement | 92 |
Executive compensation | ||
93 | 3M Company |
Executive compensation | ||
SCT Total | CAP | |
Pension | Year-over-year increase (but not decrease) in the actuarial present value of pension benefits | Current year service cost and any change in prior year service cost (if a plan amendment occurred during the year) |
Stock and option awards | Grant date fair value of stock and option awards granted during the year | Year-over-year change in the fair value of stock and option awards that are unvested as of the end of the year, or vested or were forfeited during the year |
2026 Proxy Statement | 94 |
Executive compensation | ||
All amounts in U.S. dollars | Value of Initial Fixed $100 Investment Based on: | |||||||||||
(a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | ||||
Year | Summary Compensation Table Total for CEO(1) | Compensation Actually Paid to CEO(2) | Average Summary Compensation Table Total for Other NEOs(1) | Average Compensation Actually Paid to Other NEOs(2) | Total Shareholder Return | Peer Group Total Shareholder Return(3) | GAAP Net Income ($mil.) | Company Selected Measure: Organic Sales Growth(4) | ||||
Michael F. Roman | William M. Brown | Michael F. Roman | William M. Brown | |||||||||
2025 | ||||||||||||
2024 | ||||||||||||
2023 | ( | ( | ||||||||||
2022 | ||||||||||||
2021 | ||||||||||||
Year | CEO | Other NEOs | |
2025 | Anurag Maheshwari, Christian T. Goralski, Wendy A. Bauer, and Kevin H. Rhodes | ||
2024 | Anurag Maheshwari, Peter D. Gibbons, Christian T. Goralski, Wendy A. Bauer, Theresa E. Reinseth, and Monish Patolawala | ||
2023 | Monish Patolawala, Peter D. Gibbons, Bryan C. Hanson, and Kevin H. Rhodes | ||
2022 | Monish Patolawala, Peter D. Gibbons, Jeffrey R. Lavers, Mojdeh Poul, and Michael G. Vale | ||
2021 | Monish Patolawala, Ashish K. Khandpur, Mojdeh Poul, and Michael G. Vale |
(a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | (j) | (k) = (b)-(c)+ (d)-(e)+(f)+ (g)+(h)+ (i)-(j) |
Fiscal Year | SCT Total | Minus SCT Change in Pension Value | Plus Pension Value Service Cost(i) | Minus SCT Equity | Plus EOY Fair Value of Equity Awards Granted During Fiscal Year that are Outstanding and Unvested at EOY(ii) | Plus Change from BOY to EOY in Fair Value of Awards Granted in Any Prior Fiscal Year that are Outstanding and Unvested at EOY(ii) | Plus Fair Value at Vesting Date of Awards Granted and Vested During the Fiscal Year(ii) | Plus Change in Fair Value from BOY to Vesting Date of Awards Granted in Any Prior Fiscal Year that Vested During the Fiscal Year(ii) | Minus Fair Value at Prior Fiscal Year EOY of Awards Granted in Prior Year that were Forfeited During the Fiscal Year(ii) | CAP |
2025 | ||||||||||
2024 |
95 | 3M Company |
Executive compensation | ||
(a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | (j) | (k) = (b)-(c)+ (d)-(e)+(f)+ (g)+(h)+ (i)-(j) |
Fiscal Year | SCT Total | Minus SCT Change in Pension Value | Plus Pension Value Service Cost(i) | Minus SCT Equity | Plus EOY Fair Value of Equity Awards Granted During Fiscal Year that are Outstanding and Unvested at EOY(ii) | Plus Change from BOY to EOY in Fair Value of Awards Granted in Any Prior Fiscal Year that are Outstanding and Unvested at EOY(ii) | Plus Fair Value at Vesting Date of Awards Granted and Vested During the Fiscal Year(ii) | Plus Change in Fair Value from BOY to Vesting Date of Awards Granted in Any Prior Fiscal Year that Vested During the Fiscal Year(ii) | Minus Fair Value at Prior Fiscal Year EOY of Awards Granted in Prior Year that were Forfeited During the Fiscal Year(ii) | CAP |
2025 | ||||||||||
2024 | ||||||||||
2023 | ( | ( | ||||||||
2022 | ( | ( | ||||||||
2021 |
(a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | (j) | (k) = (b)-(c)+ (d)-(e)+(f)+ (g)+(h)+ (i)-(j) |
Fiscal Year | Average SCT Total for Other NEOs | Minus SCT Change in Pension Value for Other NEOs | Plus Pension Value Service Cost(i) | Minus SCT Equity for Other NEOs | Plus EOY Fair Value of Equity Awards Granted During Fiscal Year that are Outstanding and Unvested at EOY(ii) | Plus Change from BOY to EOY in Fair Value of Awards Granted in Any Prior Fiscal Year that are Outstanding and Unvested at EOY(ii) | Plus Fair Value at Vesting Date of Awards Granted and Vested During the Fiscal Year(ii) | Plus Change in Fair Value from BOY to Vesting Date of Awards Granted in Any Prior Fiscal Year that Vested During the Fiscal Year(ii) | Minus Fair Value at Prior Fiscal Year EOY of Awards Granted in Prior Year that were Forfeited During the Fiscal Year(ii) | CAP for Other NEOs |
2025 | ||||||||||
2024 | ||||||||||
2023 | ( | ( | ||||||||
2022 | ( | ( | ||||||||
2021 |
2026 Proxy Statement | 96 |
Executive compensation | ||

n | CEO SCT (Roman) | n | CEO CAP (Roman) | n | CEO SCT (Brown) | n | CEO CAP (Brown) |
— | Peer Group TSR | — | 3M TSR |

n | Other NEOs SCT | n | Other NEOs CAP | — | Peer Group TSR | — | 3M TSR |
97 | 3M Company |
Executive compensation | ||

n | CEO CAP (Roman) | n | CEO CAP (Brown) | n | Other NEOs CAP | ![]() | GAAP Net Income |

n | CEO CAP (Roman) | n | CEO CAP (Brown) | n | Other NEOs CAP | ![]() | Organic Sales Growth |
2026 Proxy Statement | 98 |
Executive compensation | ||
99 | 3M Company |

Name | Stock(1) | Restricted stock units(2) | Deferred stock(3) | Total(4) | Percent of class | |||||
David P. Bozeman, Director | — | — | 1,661 | 1,661 | (5) | |||||
Thomas “Tony” K. Brown, Director | 1,293 | — | 16,245 | 17,538 | (5) | |||||
Audrey Choi, Director | — | — | 4,785 | 4,785 | (5) | |||||
Anne H. Chow, Director | 1,957 | — | 3,750 | 5,707 | (5) | |||||
David B. Dillon, Director | 1,200 | — | 14,565 | 15,765 | (5) | |||||
James R. Fitterling, Director | 11,612 | — | 6,475 | 18,087 | (5) | |||||
Suzan Kereere, Director | 5,062 | — | 1,731 | 6,793 | (5) | |||||
Neil G. Mitchill, Jr., Director | — | — | 313 | 313 | (5) | |||||
Pedro J. Pizarro, Director | — | — | 5,780 | 5,780 | (5) | |||||
Thomas W. Sweet, Director | — | — | 4,413 | 4,413 | (5) | |||||
William M. Brown, Chairman and Chief Executive Officer | 145,663 | 17,157 | — | 162,820 | (5) | |||||
Anurag Maheshwari, Executive Vice President and Chief Financial Officer | 17,259 | 41,448 | — | 58,707 | (5) | |||||
Wendy A. Bauer, Group President, Transportation and Electronics | 12,613 | 26,876 | — | 39,489 | (5) | |||||
Christian T. Goralski, Group President Safety and Industrial | 56,789 | 31,090 | — | 87,879 | (5) | |||||
Kevin H. Rhodes, Executive Vice President, Chief Legal Affairs Officer and Secretary | 61,914 | 26,036 | 16,450 | 104,400 | (5) | |||||
All Directors, Director Nominees and Executive Officers as a Group (21 persons) | 599,925 | 259,878 | 118,302 | 978,105 | (5) |
2026 Proxy Statement | 100 |
Stock ownership information | ||
101 | 3M Company |
Stock ownership information | ||
Name/address* | Common stock beneficially owned | Percent of class | |
The Vanguard Group(1) 100 Vanguard Blvd. Malvern, PA 19355 | 49,080,209 | 8.89 | |
BlackRock, Inc.(2) 50 Hudson Yards New York, NY 10001 | 41,867,008 | 7.60 | |
JPMorgan Chase & Co(3) 383 Madison Ave New York, NY 10179 | 40,578,820 | 7.60 | |
State Street Corporation(4) One Congress Street, Suite 1 Boston, MA 02114 | 27,686,302 | 5.10 |
2026 Proxy Statement | 102 |

103 | 3M Company |
Other information | ||
2026 Proxy Statement | 104 |
Other information | ||
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105 | 3M Company |
Other information | ||
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2026 Proxy Statement | 106 |
Other information | ||
Proposals: | The board’s voting recommendations: | Rationale for support: | For further details: | |
1.Elect the 10 director nominees identified in this Proxy Statement, each for a term of one year. | ![]() | “FOR” each nominee to the Board | Our nominees are distinguished leaders who bring a mix of skills and qualifications to the Board and can represent the interests of all shareholders. | Page 12 |
2.Ratify the appointment of PricewaterhouseCoopers LLP as 3M’s independent registered public accounting firm for 2026. | ![]() | “FOR” | Based on its assessment of the qualifications and performance of PwC, the Audit Committee believes that it is in the best interests of the Company and its shareholders to retain PwC. | Page 43 |
3.Approve, on an advisory basis, the compensation of our Named Executive Officers. | ![]() | “FOR” | Our executive compensation program appropriately aligns our executives’ compensation with the performance of the Company and its business units as well as their individual performance. | Page 48 |
107 | 3M Company |
Other information | ||
Quorum | The presence of the holders of a majority of the outstanding shares of common stock entitled to vote at the Annual Meeting, present in person or represented by proxy, is necessary to constitute a quorum. Abstentions and “broker non-votes” are counted as present for purposes of determining a quorum. As discussed below, a “broker non-vote” occurs when a broker or other nominee holding shares for a beneficial owner does not vote on a particular proposal because the broker or other nominee does not have discretionary voting power for that proposal and has not received instructions from the beneficial owner. |
Broker Voting | Under NYSE rules, brokers have discretionary authority to vote their clients’ shares in “routine” matters (including Proposal 2, the ratification of PwC as our independent registered public accounting firm) so long as the beneficial owner of those shares did not provide voting instructions to the broker at least ten days before the shareholder meeting. Director elections, shareholder proposals (if any), and executive compensation matters, including the say-on-pay proposal, are not considered “routine” matters for these purposes. As a result, if you do not provide your broker with instructions as to how to vote your shares, your broker will be prohibited from voting on Proposals 1 and 3, resulting in a “broker non-vote” with respect to those proposals. If you are a beneficial owner (other than as a participant in the 3M Voluntary Investment Plan and Employee Stock Ownership Plan or the 3M Savings Plan), your broker or other nominee is permitted to vote your shares on the ratification of PwC as our independent registered public accounting firm for 2026, even if it does not receive voting instructions from you. |
Election of Directors | In accordance with 3M’s Bylaws, each director is elected by the vote of the majority of votes cast (which means the number of votes cast “FOR” a director’s election exceeds the number of votes cast “against” that director’s election, with “abstentions” and “broker non-votes” not counted as a vote cast either “FOR” or “AGAINST” that director’s election) with respect to that director’s election at this meeting for the election of directors at which a quorum is present. |
The N&G Committee has established procedures under which any incumbent director who is not elected shall offer to tender his or her resignation to the Board. In the event an incumbent director fails to receive a majority of the votes cast in the election, the N&G Committee, or such other committee designated by the Board of Directors, shall make a recommendation to the Board of Directors as to whether to accept or reject the resignation of such incumbent director, or whether other action should be taken. The Board of Directors shall act on the resignation, taking into account the N&G Committee’s recommendation, and publicly disclose (by issuing a press release and filing appropriate disclosure with the Securities and Exchange Commission) its decision regarding the resignation and, if such resignation is rejected, the rationale behind the decision within ninety (90) days following certification of the election results. The N&G Committee, in making its recommendation, and the Board of Directors, in making its decision, each may consider any factors and other information that they consider appropriate and relevant. An incumbent director who fails to receive a majority of the votes cast in the election and who tenders his or her resignation pursuant to the procedures described above shall remain active and engaged in Board activities while the N&G Committee and the Board decide whether to accept or reject such resignation, or whether other action should be taken. However, it is expected that such incumbent director shall not participate in any proceedings by the N&G Committee or the Board regarding whether to accept or reject such director’s resignation, or whether to take other action with respect to such director. If the Board of Directors accepts a director’s resignation, or if a nominee for director is not elected and the nominee is not an incumbent director, then the Board of Directors may fill the resulting vacancy pursuant to the Bylaws. | |
All Other Proposals | The affirmative “FOR” vote of a majority of those shares present in person or represented by proxy at the meeting and entitled to vote on the matter is required to approve Proposals 2 and 3. In tabulating the voting result for any particular proposal “broker non-votes” (if applicable) are not counted as votes “FOR” or “AGAINST” the proposal. An abstention will, however, be counted as entitled to vote on Proposals 2 and 3 and will, therefore, have the effect of a vote “AGAINST” such proposal. |
2026 Proxy Statement | 108 |
Other information | ||
![]() | Vote by Internet www.proxyvote.com | If you have Internet access, you may submit your proxy from any location in the world 24 hours a day, 7 days a week. Have your proxy card or the Notice of Internet Availability of Proxy Materials in hand when you access the website and follow the instructions to obtain your records and to create an electronic voting instruction form. | ||
![]() | Vote by Telephone 1-800-690-6903 | If you live in the United States, you may use any touch-tone telephone to vote your proxy toll-free 24 hours a day, 7 days a week. Have your proxy card or the Notice of Internet Availability of Proxy Materials in hand when you call and follow the instructions. | ||
![]() | Vote by Mail Sign and mail your proxy card | You may vote by signing and submitting your proxy card to the Company. If you provide specific voting instructions in your proxy card, your shares will be voted as you instruct. If you sign your proxy card, but do not provide voting instructions, your shares will be voted as the Board recommends. Mark, sign, and date your proxy card and return it in the postage-paid envelope provided so that it is received by May 11, 2026 (or by May 10, 2026, for participants in the 3M Voluntary Investment Plan and Employee Stock Ownership Plan and the 3M Savings Plan), to 3M Company, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717. For shares held in street name, you may direct your broker or other nominee on how to vote your shares by following the instructions set forth in the voting instruction card that your broker or other nominee has provided. | ||
![]() | Vote Online at the Meeting May 12, 2026 8:30 a.m., CDT www.virtualshareholder meeting.com/MMM2026 | At the virtual Annual Meeting, if you have not submitted your proxy prior to the meeting, or if you wish to change your voting instructions, you will be able to vote your shares electronically at the virtual Annual Meeting platform by clicking “Voting” on the meeting website. | ||
All shares that have been properly voted and not revoked will be voted at the Annual Meeting. | ||
109 | 3M Company |
Other information | ||
2026 Proxy Statement | 110 |
Other information | ||

111 | 3M Company |

2026 Proxy Statement | 112 |
Appendix A: Supplemental financial information | ||
Continuing operations | Total Company | |||||||||||||||
2025 | 2024 | 2023 | 2023 | |||||||||||||
Net income attributable to 3M | Earnings per Share | Net income attributable to 3M | Earnings per Share | Net income (loss) attributable to 3M | Earnings (Loss) per Share | Net income (loss) attributable to 3M | Earnings (Loss) per Share | |||||||||
GAAP amounts | $3,250 | $6.00 | $4,009 | $7.26 | $(8,402) | $(15.17) | $(6,995) | $(12.63) | ||||||||
Adjustments for special items: | ||||||||||||||||
Net costs for significant litigation(a) | 1,052 | 1.95 | 732 | 1.32 | 11,630 | 21.00 | 11,630 | 21.00 | ||||||||
Manufactured PFAS products(b) | 256 | 0.47 | 110 | 0.20 | 155 | 0.28 | 155 | 0.28 | ||||||||
Divestiture costs(c) | — | — | 131 | 0.24 | 9 | 0.02 | 378 | 0.68 | ||||||||
Solventum ownership-change in value(e) | (425) | (0.78) | (1,564) | (2.83) | — | — | — | — | ||||||||
Pension risk transfer charge(f) | — | — | 617 | 1.11 | — | — | — | — | ||||||||
Spin related operating income and working capital(g) | — | — | (29) | (0.05) | — | — | — | — | ||||||||
(Gain) Loss on business divestitures(h) | 159 | 0.29 | — | — | (25) | (0.05) | (25) | (0.05) | ||||||||
Russia exit benefits(i) | — | — | — | — | (21) | (0.04) | (21) | (0.04) | ||||||||
Transformation costs(j) | 70 | 0.13 | — | — | — | — | — | — | ||||||||
Total special items excluded for compensation purposes | 1,112 | 2.06 | (3) | (0.01) | 11,748 | 21.21 | 12,117 | 21.87 | ||||||||
Amounts - used for compensation purposes | $4,362 | $8.06 | $4,006 | $7.25 | $3,346 | $6.04 | $5,122 | $9.24 | ||||||||
Earnings per Share Growth - used for compensation purposes | 11.2% | 20.0% | ||||||||||||||
Adjustments approved for 2023 PSA(k) | 340 | 0.60 | ||||||||||||||
Amounts used for compensation purposes for 2023 PSAs | $5,462 | $9.84 | ||||||||||||||
Earnings per Share Growth - used for compensation purposes | (0.4)% | |||||||||||||||
113 | 3M Company |
Appendix A: Supplemental financial information | ||
2025 | 2024 | 2023 | ||||
Net cash provided by operating activities | 2,306 | 1,819 | 6,680 | |||
Adjustments for special items: | ||||||
Net costs for significant litigation and TCJA(a) | 3,028 | 4,024 | 895 | |||
Divestiture costs(c) | 102 | 372 | 313 | |||
Divestiture-related restructuring(d) | — | 2 | 11 | |||
Transformation actions(j) | 11 | — | — | |||
Manufactured PFAS products(b) | (183) | (229) | (157) | |||
Spin related operating income and working capital(g) | — | (567) | — | |||
Total adjustments for special items | 2,958 | 3,602 | 1,062 | |||
Adjusted net cash provided by operating activities | 5,264 | 5,421 | 7,742 | |||
Purchases of property, plant and equipment (PPE) | (910) | (1,181) | (1,615) | |||
Manufactured PFAS products impact - removing related purchases of PPE | 20 | 69 | 167 | |||
Adjusted purchases of PPE | (890) | (1,112) | (1,448) | |||
Adjusted free cash flow(l) | 4,374 | 4,309 | 6,294 | |||
Free Cash Flow Growth - used for compensation purposes | 30.3% | |||||
Less: Health Care business free cash flow | — | — | (2,188) | |||
Free cash flow - excluding Health Care business | 4,374 | 4,309 | 4,106 | |||
Free Cash Flow Growth - used for compensation purposes | 1.5% | 4.9% |
Continuing operations | ||||||||||
2025 | ||||||||||
Sales change | Organic sales | Acquisitions | Divestitures | Translation | Total sales change | |||||
Total Company | 0.9% | —% | 0.2% | 0.4% | 1.5% | |||||
Remove manufactured PFAS products special item impact(b) | 1.2 | — | — | — | 1.2 | |||||
Organic Sales Growth - used for compensation purposes | 2.1% | |||||||||
Continuing operations | ||||||||||
2024 | ||||||||||
Sales change | Organic sales | Acquisitions | Divestitures | Translation | Total sales change | |||||
Total Company | (0.2)% | 0.2% | 0.6% | (0.7)% | (0.1)% | |||||
Remove manufactured PFAS products special item impact(b) | 1.4 | — | 0.1 | (0.1) | 1.4 | |||||
2024 portfolio actions(m) | 1.1 | |||||||||
Organic Sales Growth - used for compensation purposes | 2.3% | |||||||||
Total Company | ||||||||||
2023 | ||||||||||
Sales change | Organic sales | Acquisitions | Divestitures | Translation | Total sales change | |||||
Total Company | (3.2)% | 0.2% | (0.9)% | (0.6)% | (4.5)% | |||||
Remove manufactured PFAS products special item impact(b) | — | — | (0.1) | 0.1 | — | |||||
Decline in disposable respirators and exit of Russia(k) | 1.9 | |||||||||
Organic Sales Growth - used for compensation purposes | (1.3)% | |||||||||
2026 Proxy Statement | 114 |
Appendix A: Supplemental financial information | ||
Total Company | 2025 | |||||
Sales | Operating Income | Operating Cash Flows(k) | ||||
GAAP amounts | $24,948 | $4,629 | $2,306 | |||
Adjustments for special items: | ||||||
Net costs for significant litigation and TCJA(a) | — | 541 | 3,028 | |||
Divestiture costs(c) | — | — | 102 | |||
Manufactured PFAS products(b) | (669) | 292 | (183) | |||
Loss on business divestitures(h) | — | 162 | — | |||
Transformation actions(j) | — | 69 | 11 | |||
Total special items excluded for AIP | (669) | 1,064 | 2,958 | |||
Remove foreign currency impact for local currency sales | (101) | |||||
Local Currency Sales - used for compensation purposes | $24,178 | |||||
Operating Income and Operating Cash Flows - used for compensation purposes | $5,693 | $5,264 | ||||
2025 | ||||||||
Transportation and Electronics | Safety and Industrial | |||||||
Sales | Operating Income | Sales | Operating Income | |||||
GAAP | $8,272 | $1,436 | $11,384 | $2,836 | ||||
Adjustments for special items: | ||||||||
Net costs for significant litigation(a) | — | — | — | 58 | ||||
Manufactured PFAS products(b) | (669) | 292 | — | — | ||||
Total special items excluded for AIP | (669) | 292 | — | 58 | ||||
Remove foreign currency impact for local currency sales | (30) | — | (69) | — | ||||
Local Currency Sales - used for compensation purposes | $7,573 | $11,315 | ||||||
Operating Income and Operating Cash Flows - used for compensation purposes | $1,728 | $2,894 | ||||||
115 | 3M Company |
Appendix A: Supplemental financial information | ||
2026 Proxy Statement | 116 |

AIP | means the Annual Incentive Plan by which the Company provides annual incentive compensation to approximately 21,000 eligible employees. |
Committee | as used in the Compensation Discussion and Analysis means the Compensation and Talent Committee of the Board of Directors of 3M Company. |
Earnings per Share (EPS) | means 3M’s diluted earnings per share (as reported in its Consolidated Statement of Income) for a year, as adjusted to exclude certain special items for compensation purposes. |
Earnings per Share (EPS) Growth | means the percentage increase or decrease in 3M’s diluted earnings per share (as reported in its Consolidated Statement of Income) for a year as compared to the previous year, but in each case, as adjusted to exclude certain special items for compensation purposes. |
Free Cash Flow | means the sum of 3M’s net cash provided by (used in) operating activities (as reported in its Consolidated Statement of Cash Flows) minus capital expenditures, each as adjusted to exclude certain special items for compensation purposes. |
Free Cash Flow Growth | means the percentage increase or decrease in 3M’s Free Cash Flow for a year as compared to the previous year. |
GAAP | means generally accepted accounting principles in the United States. |
Local Currency Sales | means the net sales of 3M (as reported in its Consolidated Statement of Income) or a business unit, but adjusted to reflect in local currency, to exclude the impact of acquisitions or divestitures in the year each acquisition or divestiture is completed (unless such acquisition or divestiture is included in the operating plan for the business unit), and to exclude certain special items for compensation purposes. |
Operating Cash Flow | means net cash provided by (used in) operating activities of 3M (as reported in its Consolidated Statement of Cash Flows), but adjusted to exclude certain special items for compensation purposes. |
Operating Income | means operating income (loss) of 3M (as reported in its Consolidated Statement of Income) or a business unit, but adjusted to exclude certain special items for compensation purposes. |
Organic Sales Growth | means the percentage change in net sales of 3M for a year as compared to the previous year, absent the impacts from foreign currency translation and acquisitions, net of divestitures. For this purpose, the change is adjusted to exclude certain special items for compensation purposes. |
Peer Group | means the group of companies that the Compensation and Talent Committee uses to inform its decisions regarding the compensation of the Named Executive Officers. |
Relative Organic Sales Growth | means the amount by which 3M’s Organic Sales Growth for a year exceeds the percentage increase or decrease in a market benchmark measured over the same period. For this purpose, the market benchmark is a blend of Worldwide Industrial Production Index and Global Domestic Product, in each case, as published by S&P Global Market Intelligence no later than 30 days following completion of the relevant year. |
Total Cash Compensation | means the total of an individual’s base salary and annual incentive compensation. |
117 | 3M Company |
Appendix B: Meaning of certain terms | ||
Total Direct Compensation | means the total of an individual’s Total Cash Compensation plus the compensation value of their annual long-term incentive compensation awards (which is based on their grant date fair value as measured under accounting standards). |
Worldwide GDP | means the Worldwide Gross Domestic Product for a specified period, as reported by S&P Global Market Intelligence. |
Worldwide IPI | means the Worldwide Industrial Production Index for a specified period, as reported by S&P Global Market Intelligence. |
Participating in the annual meeting For information on how to attend the 2026 annual shareholder meeting, see “Participating in the annual meeting” on | ||
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3M Corporate Headquarters 3M Center St. Paul, MN 55144-1000 www.3m.com | This Proxy Statement was printed on recycled paper with soy based inks in a facility that uses 100% renewable wind energy. |

