Forward Looking Statement

August | 2021

2

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

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

4

$1.7b

in 2020 annual sales

We are modernizing and expanding into new channels and opportunities to meet consumers wherever they shop

580k

active sales force worldwide

Tupperware is available in

70

countries

Tupperware continues to innovate for the benefit of people and our planet by creating eco- friendly solutions.

8,500

functional design and utility patents

Tupperware Today (TUP)

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

6

Why Tupperware

Brands (TUP)

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

8

Turnaround

Turnaround Plan Plan

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%

2021 Foundation 2022

Expansion 2023

Acceleration

Turnaround Plan

10

Miguel Fernandez

President and Chief Executive Officer

Sandra Harris

Chief Financial Officer and Chief Operations Officer

Patricio Cuesta

President Commercial, Worldwide

Hector Lezama

President

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

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

12

Achieved

$192 M

cost 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

Achieved leverage ratio of 2.1x

by Q1 2021

from 4.9x

in Q2 2021

1

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

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

14

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%

2021 Foundation 2022

Expansion

Service

Segmentation/ Preferred Customer – direct selling Significant Digital Investments Product Innovation Investment Channel expansion/sub brand Build talent

2023 Acceleration

Turnaround Plan

Moving into new channels requires

intentional branding and channel focus

BRAND

Single Master Brand

Master Brand +

Sub-Brands by Channel

2020

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 Access

2021

16

FROM OUR HERITAGE

Enabling and Protecting Our Direct Selling Channel

TO OUR FUTURE

A Consumer Centric, Omnichannel

& Multi-experience Ecosystem

BRAND SUB-BRAND

CHANNEL PRODUCT

CONSUMER

PRICE Direct Selling

Marketplace

Retail E-Commerce

(DTC)

Intention Experience Relationship

CONSUMER CONSULTANTS

+ Focus

- Focus

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.

DIGITAL DATA

18

Digital Tool Expansion

Powered by

BOOST

DIGITAL TOOLS

Onto the next

challenge!

YTD QUARTER 2021

Sales vs. LY

% change - Restated

$925M +15%

GAAP EPS / Adjusted

TTM EBITDA Leverage Ratio*

$377M 2.1x

YTD 2021 Results | Setting Foundation

• Excluding Adjustments, YTD Pre-Tax Income

from

$70 million to $139 million

• $67M YTD debt prepayment on the

term loan

• Board approved $250M

20

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%

2021 Foundation 2022

Expansion

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

2023 Acceleration

Turnaround Plan

Sustainability

Commitment

22

Our Why

Every day we nurture a better future

Our How

Through an obsession with designing innovative,

functional and environmentally

Our What

Lifetime-use

products people love and trust

Tupperware Brands Purpose

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

24

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.

For more information, contact:

Jane Garrard

Vice President, Investor Relations