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August | 2021

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We are making some forward looking statements today that use words like “outlook” or “target” or similar predictive words.

Such forward looking statements involve risks and uncertainties detailed in our recent periodic reports as filed in

accordance with the Securities and Exchange Act of 1934. These risks and uncertainties may cause actual results to differ

materially from our statements today.

Non-GAAP Financial Measures: The Company has utilized non-GAAP financial measures in this release, which are

provided to assist readers' understanding of the Company's results of operations. These amounts exclude certain items

that at times materially impact the comparability of the Company's results of operations. The adjusted information is

intended to be indicative of the Company's primary operations, and to assist readers in evaluating performance and

analyzing trends across periods by providing what the Company believes is a useful measure for predictive purposes.

These results should be considered in addition to, not as a substitute for, results reported in accordance with GAAP. The

non-GAAP financial measures include comparisons related to profit and exclude: • gains from the sale of property, plant

and equipment and other real estate related operations • insurance settlement gains or significant charges related to

casualty losses caused by significant weather events, fires or similar circumstances • exit or disposal cost obligations

related to rationalizing supply chain operations and other re-engineering activities performed to wind-down or significantly

restructure businesses, including cumulative translation adjustments recognized in income upon liquidation of operations in

a country, asset sales or fixed asset impairments, inventory obsolescence and other operating losses incurred in

conjunction with such activities • certain asset retirement obligations • pension settlements • significant discrete impacts of

new tax laws upon adoption, including the impact on cumulative deferred taxes from items previously recorded as

cumulative translation adjustments • amortization of definite-lived intangible assets • non-cash impairment charges related

to the carrying value of acquired intangible assets and goodwill • infrequent costs incurred in connection with a change in

capital structure • the impact from hyper-inflationary economies on net monetary assets and other balance sheet positions

that impact near term income • non-recurring costs associated with the turnaround plan

Visit www.tupperwarebrands.com

Forward Looking Statement

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It all started with Chemist

Earl Tupper and a paint

can 75 years ago

Revolutionized the way food

is prepped, saved and stored

for the world

Brownie Wise spearheaded

the innovative marketing

model

Continue obsession with

innovative, functional and

environmentally responsible

solutions that people love

and trust

Tupperware History

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$1.7bin 2020

annual sales

We are modernizing

and expanding

into new channels

and opportunities

to meet consumers

wherever they shop

580kactive

sales force

worldwide

Tupperware

is available in

70countries

Tupperware

continues to

innovate for the

benefit of people

and our planet

by creating eco-

friendly solutions.

8,500functional design

and utility patents

Tupperware Today (TUP)

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Our

Why

Every day we nurture

a better future

Our

How

Through an obsession

with designing innovative,

functional and environmentally

responsible products

Our

What

Lifetime-use products

people love and trust

Tupperware Brands Purpose

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Why Tupperware

Brands (TUP)

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Iconic Brand

An iconic global brand with a long history and significant

name recognition that consumers have trusted in their

homes for over seven decades across the globe

Turnaround Plan Underway

• New Organizational Structure

• Rightsizing the Company’s cost structure

• New Capital Allocation policy – enhance liquidity

• Repositioning the Company with a realistic growth

strategy grounded in industry-leading products

Our Growth Strategy

• Digital Enhancement

• Product Innovation

• Increased Access Points

• Broader distribution

Contemporizing a leading household name to

become a global leader in sustainable consumer

solutions through product innovation, operational

efficiencies, and an experienced management team.

Investment Thesis

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Turnaround

PlanTurnaround Plan

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2020 Stabilize

Hired new management

team with direct selling and

omni-channel experience

Refinanced debt

Delivered $192M

cost savings

Right-sized the business

Q3 and Q4 +20% local

currency sales growth

EBITDA growth +46%

2021Foundation

2022Expansion

2023Acceleration

Turnaround Plan

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Miguel FernandezPresident and Chief

Executive Officer

Sandra HarrisChief Financial Officer and

Chief Operations Officer

Patricio CuestaPresident Commercial,

Worldwide

Hector LezamaPresident

Commercial Business Expansion

Deep direct selling and

omni-channel experience

Proven turnaround success

Strong combination of institutional

knowledge and outside perspective

– Front-end and Back-end Focus

Shared sense of urgency to

implement turnaround

Other leadership changes in Human

Resources, Information Technology,

Marketing and Supply Chain

Proven Management Team Leading the Turnaround

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1. Organize a party

2. Share brochure

3. Demonstration

4. Capture order

5. Order

6. Pick, Pack & Ship

7. Collect

Direct Selling Evolution

HISTORICAL

1. Influencer

2. Digitally marketing

3. E-business platform

• Order

• Payment

• Customer Support

4. Last-mile distribution

5. Brand ambassador

6. Service/Customize

FUTURE

Embracing change

to grow business

Social networking

E-commerce

Online business

Online payment

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Achieved

$192 Mcost savings in

FY 2020*$145M to annualize in 2021

Stabilized the Business

Improved liquidity

allows incremental

investment

in 2021 of

$40-45 M

Refinanced

$600M senior secured notes

with $275M of term

loan debt

Reduced debt

$289M in 2020 from

$991M (Q1 2020) to

$702M (Q4 2020)

Balance @ $644M Q2

2021

Achieved leverage ratio

of 2.1xby Q1 2021

from 4.9x

in Q2 2021

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1st Half 2020 Q3 Actuals Q4 Actuals

Sales vs. LY% change - Restated

$773M-13%

$477M+21%

$490M+20%

GAAP EPS / Adjusted $1.14 / $0.94 $0.65 / $1.20 $0.41 / $0.14

EBITDA &

Leverage Ratio

$164M

4.9x

$207M

3.7x

$235M

3.0x

• Excluding Adjustments, Q4 Pre-Tax Income improved 183% from $24 million to $68 million

• Achieved $72 million of Turnaround Cost Savings in the Fourth Quarter of 2020; $192 million for full-year

2020 Financial Results | Stabilized the Business

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2020 Stabilize

Hired new management

team with direct selling and

omni-channel experience

Refinanced debt

Delivered $192M

cost savings

Right-sized the business

Q3 and Q4 +20% local

currency sales growth

EBITDA growth +46%

2021Foundation

2022Expansion

Service

Segmentation/ Preferred

Customer – direct selling

Significant Digital Investments

Product Innovation Investment

Channel expansion/sub brand

Build talent

2023Acceleration

Turnaround Plan

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Moving into new channels requires

intentional branding and channel focus

BRAND

Single Master

Brand

Master Brand

+

Sub-Brands by

Channel

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CONSUMER

Salesforce

Consumer +

Salesforce

Personas

CHANNELS

Direct Selling

Omni-Channel

CATEGORIES

Kitchen

Wherever

Consumer

Permits

INNOVATION

Mostly In-House

In-House

& Agile

(External)

ENGAGEMENT

Catalogue

Content

(Omni-Channel)

PLANET

Reusable

Circular

Economy:

Reusable +

Recycled,

Upcycled

Our Opportunity is to Increase Consumer Brand Access2

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1

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FROM OUR HERITAGE

Enabling and Protecting

Our Direct Selling Channel

TO OUR FUTURE

A Consumer Centric, Omnichannel

& Multi-experience Ecosystem

BRAND SUB-BRAND

CH

AN

NE

L

PR

OD

UC

T

CONSUMER

PRICE

Direct Selling

Marketplace

RetailE-Commerce

(DTC)

Intention

Experience

Relationship

CONSUMER

CONSULTANTS

+ Focus

- Focus

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STRATEGIC STEPS TO GET THERE

While Protecting Our Direct Selling Business

Deep understanding of Consumer Needs/ Expectations and the channel requirements to provide them a Remarkable Experience.

A Omnichannel Strategy that protects our traditional business, and meets consumers where, and how, they want to buy.

A Brand Architecture that will incorporate a set of brands and sub-brands that will, facilitate consumers to navigate on an easy way

our value proposition by channel, price, product and experience.

Well defined Business Rules for each sub-brand, to accelerate growth through a Brand Strategy designed with intent.

Product Strategy to balance innovation and well established product differentiation by channel.

DIG

ITA

L DA

TA

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Digital Tool Expansion

Powered by

BOOST

DIGITAL

TOOLS

Onto the next

challenge!

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YTD QUARTER 2021

Sales vs. LY

% change - Restated

$925M+15%

GAAP EPS / Adjusted $1.53 / $1.78

TTM EBITDA

Leverage Ratio*

$377M

2.1x

YTD 2021 Results | Setting Foundation

• Excluding Adjustments,

YTD Pre-Tax Income

improved 100% from

$70 million to $139

million

• $67M YTD debt

prepayment on the

term loan

• Board approved $250M

Share Repurchase

Program*Leverage ratio uses TTM EBITDA per Credit Agreement

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2020 Stabilize

Hired new management

team with direct selling and

omni-channel experience

Refinanced debt

Delivered $192M

cost savings

Right-sized the business

Q3 and Q4 +20% local

currency sales growth

EBITDA growth +46%

2021Foundation

2022Expansion

Service

Segmentation/ Preferred

Customer – direct selling

Significant Digital Investments

Product Innovation Investment

Channel expansion/sub brand

Build talent

Expand business opportunity

to sell – gold and silver

pricing rollout

Competitive Preferred

Customer Loyalty Programs

Service better than benchmark

Continue omni-channel

expansion

Service new channels

at optimal cost

Business Expansion makes

significant revenue contribution

Best in class part-time

opportunity in the gig economy

Best in class Preferred

Customer program in the

market – selling experiences

Continued Investment

in innovation

Tailored service with

competitive costs

2023Acceleration

Turnaround Plan

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Sustainability

Commitment

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Our

Why

Every day we nurture

a better future

Our

How

Through an obsession

with designing innovative,

functional and environmentally

responsible products

Our

What

Lifetime-use products

people love and trust

Tupperware Brands Purpose

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ENVIRONMENTAL

Our Commitment to ESG

SOCIAL GOVERNANCE

• Increased investment in

environmental programs

• Announced collaboration with

TerraCycle’s Loop

• Improving sustainability

footprint across packaging

and recyclable materials

• Earning opportunity was

critical to society during the

COVID-19 pandemic

• U.S. associates and sales force

teams supported First Responders

and healthcare staff through

donations

• Continue partnerships with notable

organizations like the World Central

Kitchen to reduce single-use plastic

in disaster relief

• Board of Directors includes

40% women members

• Strong code of conduct, ethical

sourcing and insure a safe and

inclusive work environment for

all associates

• Among Newsweek’s America’s

Most Responsible Companies

for 2021

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Tied to Our Purpose: National Park Foundation Sponsorship

• Commitment to support efforts to keep parks fresh across the

National Park System and enhance environmental stewardship

• Pledged $1 million to the National Park Foundation to educate,

provide solutions to, and raise awareness of waste reduction

and reusable products.

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For more information, contact:

Jane Garrard

Vice President, Investor Relations

407.826.4475 | janegarrard@tupperware.com