Bed, Bath and Beyond ESG Report

2021 ESG REPORT we believe that everyone deserves the opportunity to home, happier

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX contents 2 9 18 introduction people community 22 29 36 planet governance appendix Bed Bath & Beyond 2021 ESG Report 1

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX introduction an ESG strategy embedded into our comprehensive transformation plan Bed Bath & Beyond 2021 ESG Report 2

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX about this This is the 2021 Environmental, Social and report Governance (ESG) report of Bed Bath & Beyond Inc., which includes subsidiaries Bed Bath & Beyond, buybuy BABY, Harmon Face Values, and Decorist The report was completed in May 2022 and plans in accordance with our three ESG organizations, such as the Value Reporting and covers the 2021 calendar year unless strategy pillars: 1) people, 2) community, Foundation’s Sustainability Accounting otherwise indicated. Where relevant and 3) planet – all of which are enabled by Standards Board (SASB) standards, the available, more recent data points or data a transparent and strong governance Task Force on Climate-related Financial prior to calendar year 2021 have been structure. We include disclosures Disclosures (TCFD) recommendations, included. Our 2020 ESG report, completed determined to be most meaningful to our and the United Nations Sustainable in May 2021, can be found here. shareholders and other stakeholders that Development Goals (SDGs). The report provides a look back at our ESG are informed by the guidance and reporting highlights and outlines future aspirations frameworks of leading sustainability Bed Bath & Beyond 2021 ESG Report 3

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX a letter from our 2021, we continued to support these endeavors internally, accelerating our greenhouse gas reductions estimates starting with our own ‘home’. In addition to elevating and for Scopes 1 and 2 to achieve our no net greenhouse gas ceo, mark tritton enhancing support for our ESG team, we appointed our emissions goals by 2030 (10 years earlier than originally first Chief Diversity Officer as we continued delivering on planned). As we enter 2022, we will carry our momentum our commitment to change. into the new year by delivering key action items that will Over the past year, Bed Bath & Beyond Inc. has been hard In 2021, we began to implement our multi-year continue to drive our mission. at work reforming every aspect of our business during the transformation plan with ESG embedded into our initiatives The challenges facing business and society today require first year of our comprehensive, multi-year transformation. and business activities: collective action. Our ESG initiatives underpin our During this time, we have remained steadfast in our commitment to ensuring a people-powered culture when commitment to our robust ESG strategy announced last tackling global issues like reducing our contribution to year. With the work our team has been able to execute People: climate change. Our collective focus on the fundamental during this first year of our ESG journey, I have tremendous Create an equitable, inclusive work environment faith in our ability to achieve our focused mission: making where all Associates feel at home and can thrive issues that impact our global society will ensure Bed it easy to feel at home. This is our purpose, and fuels our Bath & Beyond is part of the solution. We look forward to actions, ambitions, and definition of success – all anchored Community: facilitating positive change at home, wherever that may be. by our ESG commitments. Provide a sense of home to the people and Everything we do at Bed Bath & Beyond starts with our communities we serve Mark Tritton three pillars of action: people, community, and planet. They President & Chief Executive Officer represent the foundation around which Bed Bath & Beyond Planet: seeks to create value – and I am proud to share updates to Do our part to protect the planet we call home our commitment in our 2021 ESG Report. I want to thank our Associates for their unwavering passion Underpinning the above pillars, Bed Bath & Beyond and determination. Even through the continual challenges is committed to strong corporate governance and of COVID-19, our teams traversed unprecedented global stakeholder engagement as we elevate and embed strong supply chain issues that created macroeconomic and ethical values and a robust governance framework. operational impediments to our business. Our Associates In 2021, we began to execute against the ESG goals rose to every occasion, and it’s their tireless dedication that we laid out for each pillar as part of our long-term has allowed our strategy to progress. Our People are this transformation. A few highlights include: creating our company’s greatest asset and we will continue to support Stronger, Together Relief Fund to provide a resource for them in return. Our priorities are focused on offering Associates facing immediate hardships, launching our first compelling total rewards, learning and development, and two Associate Resource Groups to continue promoting a upskilling opportunities – while also taking concrete actions culture of belonging, partnering with Rebuilding Together to achieve our DE&I goals. I am pleased to share that in and Good360 to contribute to our communities, and Everything we do at Bed Bath & Beyond starts with our three pillars of action: people, community, and planet. They represent the foundation around which Bed Bath & Beyond seeks to create value – and I am proud to share updates to our commitment in our 2021 ESG Report. Bed Bath & Beyond 2021 ESG Report 4

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX who we are a renewed commitment to our purpose For 50 years, Bed Bath & Beyond has been driven to provide a sense of home to Associates and communities through our products and services. Our purpose anchors our actions, ambitions, and definition of success. As an omni-channel retailer, we offer a wide assortment of products and services in the Home, Baby, Beauty, and Wellness markets with a presence in North America. Our ESG strategy and goals outlined within this report aim to reflect the breadth of our business in terms of ESG impact and opportunity. Bed Bath & Beyond 2021 ESG Report 5

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX our corporate strategy PURPOSE ma‚e it MISSION Purpose: eas to €eel make it easy to feel at home re­estalis our autorit and e te pre€erred at ome omni­cannel ome destination drien  teams Mission: consistentl delierin alanced durale rot re-establish our authority and be the per€ormance­ preferred omni-channel home destination PRINCIPLES: customer­ omni­ people­ drien driven by teams consistently delivering inspired alas poered balanced durable growth PILLARS: Principles: customer-inspired, omni-always, people- powered, performance-driven Pillars: product price promise place people product, price, promise, place, people Proficiencies: reconstruct & modernize, stabilize PROFICIENCIES: reconstruct stailie inest in operationalie & optimize, invest in & construct, & modernie & optimie & construct operationalize PRACTICES: Practices: sta e emrace act it campion stay curious & bold, be transparent & curious transparent & drie empat diersit collaborate, act with empathy & integrity, & old & collaorate can e & inte rit & communit champion diversity & community Bed Bath & Beyond 2021 ESG Report 6

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX our ESG strategy and pillars Aligned with our purpose to make it easy to feel at home, our ESG vision and principles are embedded in all business activities. We recognize that our ESG journey is only beginning – and we are committed to making continued progress in 2022 and beyond. Our ESG vision and principles are embedded across our business, with key pillars and our 2021 progress highlighted throughout this report. People: create an equitable, inclusive work environment where all Associates feel at home and can thrive Community: provide a sense of home to the people and communities we serve Planet: do our part to protect the planet we call home Governance & stakeholder engagement: elevate and embed strong ethical values and a robust governance framework We actively incorporate stakeholder perspectives into our ESG strategy. In 2020 we conducted an assessment to inform our ESG strategy and goals. The results of the assessment can be found on page 11 of our 2020 ESG Report. In 2021, we focused on establishing the foundational elements to support operationalizing this program across all banners. In 2022, we plan to undertake an in-depth materiality assessment to further understand and integrate the perspectives of major stakeholders, including shareholders, Associates, customers, suppliers, and community groups. The results of this materiality 1 assessment will be published in next year’s 2022 ESG Report. 1 Materiality, as defined for this report, refers to our current and evolving view on what is most impactful for the Company’s ESG performance. This definition is different than the definition of materiality used for filings with the U.S. Securities and Exchange Commission (SEC). Bed Bath & Beyond 2021 ESG Report 7

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Pillar Goals Progress in 2021 2 >50% women at each level by 2030 Women at each level: Manager: 58% people Non-management: 72% Total Workforce: 70% 3 >25% racial and ethnic diversity at each level by 2030 Racial and ethnic diversity at each level: Manager: 32% Non-management: 56% Total Workforce: 52% 4 100% parental leave at all job levels starting in Q2 2021 Achieved >$1 million contribution to Associate Relief Fund by 20305 Approximately $300,000 contributed to Associate Relief Fund >10,000 Associates engaged with upskilling trainings by 2030 2,700 Associates engaged with upskilling trainings Donate $500 million of products by 20306 Revised $29.65 million of products donated Revised 7 Commit to 1 million hours of volunteer service by 2030 We will report on progress toward this goal in 2022 community No net greenhouse gas (GHG) emissions for Scopes 1-2 by 20308 Revised 162,627 MT CO e 2 100% of waste diverted from landfill in our own operations by 2050 44.3% waste diverted planet 50% improved water efficiency across all facilities we operate by 2035 27.5% reduction in water usage in our overall footprint compared to 20199 10 50% of cotton responsibly sourced in Owned Brand lines by 2025 14.9% of cotton responsibly sourced 11 12 Revised 13 50% of wood sustainably sourced in Owned Brand lines by 2030 0% of wood sustainably sourced >50% of packaging weight from recycled materials in Owned Brand packaging by 2030 28.4% of packaging weight from recycled materials 2 While we have reached this goal at the summary manager and non-manager levels, our internal metrics show we are still working to achieve this goal at each level. 3 Note that we are committed to regularly monitoring the representation of all racial and ethnic diversity cohorts and to implementing changes to drive higher representation at all levels where needed. To this end, we are implementing regular tracking and review of representation of each of these groups. While we have reached this goal at the summary manager and non-manager levels, our internal metrics show we are still working to achieve this goal at each level. 4 For U.S.-based full-time Associates. 5 Including Associate contributions and matched donations by the Company. 6 Includes total donations since 2020, not just donations to Good360. This goal was adjusted following an updated assessment of store inventory and footprint. 7 COVID-19 impacted our ability to make meaningful progress toward this goal. This goal was adjusted and updated progress will be reported in 2022. 8 We are accelerating our greenhouse gas reductions goals for Scopes 1 and 2 emissions, because we understand the urgency of climate change and know the most important action we can take is to reduce our emissions and integrate renewable energy into our mix, faster. We changed our terminology from “net zero” to “no net emissions” as that more accurately reflects our approach to this goal. 9 This reduction in our water footprint is primarily driven by our evolving store footprint and the reduction in store foot traffic during COVID-19. 10 ® Responsibly sourced as defined by third-party certifications such as the Better Cotton Initiative, the Global Organic Textile Standard, or OEKO-TEX . 11 Sustainably sourced as defined by third-party certifications such as the Forest Stewardship Council (FSC) or the Sustainable Forestry Initiative (SFI). 12 We adjusted this timeline due to supply chain and sourcing complexities and recognizing that this material requires a holistic approach to sustainable sourcing. 13Our first Owned Brand since we established this goal was launched in July 2021 and our data therefore covers half the year. In 2022 we will be able to report a full year of the progress toward our goal. Bed Bath & Beyond 2021 ESG Report 8

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX people create an equitable, inclusive work environment where all Associates feel at home and can thrive Bed Bath & Beyond 2021 ESG Report 9

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX We are committed to creating a workforce where all Associates thrive. Associates are our greatest asset – that’s why being people-powered is one of the key principles in our corporate strategy. our people pillar goals and 2021 progress: becoming a top retail employer by 2030 58% 72% 70% manager non- total >50% management workforce women at each level by 203014 women at each level in 2021 32% 56% 52% >25% manager non- total management workforce 15 racial and ethnic diversity racial and ethnic diversity at each level by 2030 at each level in 2021 100% Achieved in 2021 parental leave at all job levels starting in Q2 202116 >$1M ~$300K contribution to Associate contributed to Associate Relief Fund by 203017 Relief Fund in 2021 >10K 2,700 Associates engaged with Associates engaged with upskilling trainings by 2030 upskilling trainings in 2021 14 While we have reached this goal at the summary manager and non-manager levels, our internal metrics show we are still working to achieve this goal at each level. 15 Note that we are committed to regularly monitoring the representation of all racial and ethnic diversity cohorts and to implementing changes to drive higher representation at all levels where needed. To this end, we are implementing regular tracking and review of representation of each of these groups. While we have reached this goal at the summary manager and non-manager levels, our internal metrics show we are still working to achieve this goal at each level. 16 For U.S.-based full-time Associates. Bed Bath & Beyond 2021 ESG Report 17 Including Associate contributions and matched donations by the Company. 10

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX We strive to establish an engaging workplace environment by supporting all Associates’ physical, mental, social, and emotional well-being and providing upskilling opportunities and other tools for future success. We want all Associates to be proud to work at Bed Bath & Beyond. 34K Nearly associates 1,000 locations women: 58% 72% 70% manager non- total management workforce racially and 32% 56% 52% ethnically manager non- total diverse18: management workforce 18 Includes all racially and ethnically diverse groups. Bed Bath & Beyond 2021 ESG Report 11

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX associate engagement To prioritize Associate engagement and promote a culture of listening and learning, we expanded opportunities for all Associates to provide feedback over the last year. In 2021, more than 70% of Associates participated in our first enterprise-wide Associate engagement survey. We shared the results from the survey – including key themes, top strengths, and priority areas – in addition to providing next steps to continue the dialogue with our Associates. We are committed to continuous listening through regular engagement surveys every 18 months and pulse surveys to ensure we have open channels to gather frequent feedback from our associates. Our engagement survey process is in addition to other two-way communication vehicles we will continue, such as listening circles. The survey results provide an important baseline as we continue to improve our work environment to ensure Associates thrive. In our commitment to leadership transparency and keeping Associates informed, we regularly share the Company’s strategy and business updates through CEO communications, including emails, weekly bulletins, videos, and town halls. associate well-being We believe that physical and mental well-being is essential for a productive, engaged, and thriving workforce. In 2021, we continued to provide the well-being programs launched in 2020, including our Associate Assistance Program, Beyond Wellness, which offers free and confidential assessments, counseling, and other services to Associates with personal and work-related challenges, as well as a subscription to Headspace, a leading mindfulness and meditation digital platform. The results of our enterprise-wide Associate survey highlighted the competing demands placed on women in 2021. We held four listening circles throughout the year to provide a platform for our female leaders focused on work/ life harmony, stress of the pandemic, and self-care, as well as ideas for how we can better support women in the workplace. In 2021, we focused on giving our Associates time to recharge, rest or spend time with loved ones celebrating important life moments. Eligible retail and supply chain Associates were able to carry over up to 40 hours of vacation and we provided our corporate Associates with an additional 40 hours of vacation to start the year. Bed Bath & Beyond 2021 ESG Report 12

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX We also provided all time-off eligible Associates with two Including this initial investment, we raised nearly $300,000 racial and ethnic additional personal days and a Mental Health Day for our for the Stronger, Together Relief Fund, approving 97 grants diversity at each level: corporate Associates in recognition of World Mental Health totaling $84,000 in 2021. These grants included $30,000 Day. Based on the feedback Associates raised in the in the for Associates impacted by Hurricane Ida. We encourage engagement survey, we implemented a flexible time off Associates to apply for grants and make application 32% policy for 2022 to support U.S. based corporate Associates, information available through our internal communications manager supply chain, and multi-unit retail leaders. Instead of accruing and our Associate portal. All fund activities, including a limited number of paid vacation days, our flexible time off accepting donations, reviewing and approving applications, policy now allows employees to take the number of days they and awarding and distributing grants are administered by a 56% need. We also increased paid time off for eligible full-time third-party 501(c)(3) non-profit administrator. non-management hourly Associates. In 2021, our Well-being Champions Group, an Associate- diversity, equity and inclusion led cross-functional initiative, helped to provide direction We strive to be industry leaders on diversity, equity, and 52% and feedback as well as launch key programs and support inclusion (DE&I) and model a culture that is safe and built well-being events, such as virtual meditations, an Earth on trust and accountability where all Associates know they total workforce Day gardening program, and a Laughter and Mental Health belong. By building upon our recruitment, development, event. In 2022, the Well-being Champions group will evolve and promotion practices, we seek to provide equitable into an Associate Resource Group, enabling greater impact opportunities and achieve a workforce that reflects the world women at each level: across the enterprise. we live in and the consumers we serve. We monitor the representation of women and racially and 58% stronger, together relief fund ethnically diverse Associates at all levels of our organization. Our Stronger, Together Relief Fund was created in July Our goal is to focus on mid-career Associates in order to manager of 2021 as a resource for Associates facing a short-term build a bench of senior leaders that is reflective of the world financial hardship in the event of an unforeseen personal we live in and our consumer base. event or natural disaster. Associates are eligible to apply for In 2021, we took steps to educate, celebrate, and recognize 72% grants to help cover costs associated with natural disasters, DE&I, including establishing Martin Luther King Jr. Day as non-management unexpected medical expenses, impacts to Associates’ a formal Company holiday. We implemented educational homes from fires and floods, the death of an immediate programming to increase awareness, empathy, and family member, escaping domestic abuse, and epidemics. understanding. While we are proud of the steps we have 70% Bed Bath & Beyond provided an initial investment of taken to date, we recognize there is still much more we must total workforce $250,000 and a 50% match on Associate donations. do to create a sense of home for all Associates. Bed Bath & Beyond 2021 ESG Report 13

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX DE&I leadership A robust diversity, equity, and inclusion program requires strong governance and accountability. While DE&I is Hispanic Heritage Month Fireside Chat overseen at the Board level, in 2021 we enhanced the functional management of DE&I by hiring a Senior Vice In 2021, Bed Bath & Beyond hosted a fireside chat President and Chief Diversity, Equity, and Inclusion Officer (CDEIO). Our CDEIO is responsible for developing with Juan Guerrero, our Senior Vice President and and implementing our DE&I strategy and meeting with our C-suite quarterly to ensure we embed DE&I into all Chief Supply Chain Officer; Yai Vargas, Vice President aspects of our business. The CDEIO reports directly to the Chief People and Culture Officer. Strategic Engagement & Initiatives for the Hispanic Association on Corporate Responsibility and founder associate resource groups (ARGs) of The Latinista, Inc.; and Carlos Medina, President Our Associate Resource Groups (ARGs) play a critical role in advancing a culture of diversity, equity, and and CEO of the Statewide Hispanic Chamber of inclusion across the enterprise at all levels of the organization. In 2021, we launched the Beyond Black Commerce of NJ, President of Robinson Aerial Associate Coalition and the Asian-American and Pacific Islander ARGs. In the beginning of 2022, we further Surveys, and Executive Producer & Host of the PBS expanded our ARGs from two to six to include LatinX, LGBTQ+, Well-being, and Women. Show “Que Pasa NJ.” The chat, moderated by Cristal Lambert, Corporate Counsel, Litigation, shared key Asian-American and Pacific Islander (AAPI) insights around the Hispanic/LatinX community and The AAPI ARG hosted panel discussions and awareness events in 2021, including a panel discussion on being the importance of Hispanic Heritage Month from the Asian in the Workplace with our Chief Customer Officer, Rafeh Masood, and Vijay Talwar, the former CEO of perspective of influential LatinX business leaders. Footlocker, EMEA, as well as an AAPI awareness video and listening circles to provide a safe and supportive space for our AAPI Associates to discuss the rise in Asian hate crimes. Beyond Black Associate Coalition (BBAC) The BBAC works to build awareness and create a platform for discussion. In 2021, highlights included our first annual Black History Month celebration, which focused on education and listening circles for Associates to Every year, the Human Rights Campaign (HRC) openly discuss current events such as the Derek Chauvin verdict. BBAC also led a Juneteenth celebration, releases an annual Corporate Equality Index (CEI) to facilitated ongoing education efforts to foster awareness and open dialogue, and supported a fireside chat measure corporate policies and practices related to during Black History Month with Psyche and Vontoba Terry, Founders of Urban Hydration, a black-owned LGBTQ+ workplace equality. As the nation’s foremost beauty products company and one of our suppliers. benchmarking survey, CEI rates companies based on Women’s History Month Panel the following criteria: non-discrimination policies across business entities, equitable benefits for LGBTQ+ In 2021, Deb Elam, President and CEO of Corporate Playbook™, moderated a panel discussion on being a workers and their families, supporting an inclusive woman in the workplace with female leaders in the company, including Chief People and Culture Officer Lynda culture, and corporate social responsibility. In our first Markoe and Chief Legal Officer Arlene Hong. They shared their personal and professional journeys along with year participating, Bed Bath & Beyond earned a score of tips on creating work-life harmony. 70 out of 100. We are committed to using the learnings to improve our score in 2022. Bed Bath & Beyond 2021 ESG Report 14

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX DE&I training In 2021, we introduced Conscious Inclusion training for Associates, beginning with the leadership team and senior Associates. This training reinforces our policy and aims to help increase awareness of the presence of bias to position us to actively fight against potential bias in interactions with each other, customers, and key stakeholders. In 2022 we will continue to roll out this training to more Associates and aim to implement required DE&I training for all Associates. learning and development We strive to maintain an engaging workplace culture that provides upskilling opportunities for Associates as well as other tools to set up Associates for future success. We are in the process of building a comprehensive learning and development (L&D) offering to create a center of excellence. We plan to launch the program in 2022, which will include an expansion of our skill development programs and upskilling training courses designed to provide Associates with technical and competency-based skills applicable across a range of career paths. Our regional and district store leaders, as well as supply chain leaders, participate in a Foundational Leadership Course, which provides them with the tools and resources needed to lead Associates and create a strong culture in our stores and our distribution and fulfillment facilities. Our role framework, which provides the foundation for career path options and development opportunities, serves as a further point of clarity for the development and advancement of Associates. We aim to further advance our L&D program by emphasizing equitable participation across Associate groups and developing more formal career development and mentorship programs, with a goal of engaging more than 10,000 Associates with upskilling trainings by 2030. Bed Bath & Beyond 2021 ESG Report 15

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX supporting all associates To reflect the changing needs of all Associates and to help them succeed, we redesigned our total rewards programs to continue to invest in Associates’ financial, physical, mental, social, and emotional well-being. Our compensation packages include, but are not limited to, competitive wage rates, an annual short-term incentive program, a long-term incentive program, a 401(k) plan with matching contributions of 50% up to 6%, paid vacation and holidays, flexible time off policy, health, dental and vision insurance, paid parental leave, paid short-term disability and long-term disability insurance, life insurance, health savings and flexible spending accounts, free health and wellness subscriptions, and support via an associate relief fund. Eligibility for, and the level of, benefits vary depending on associates’ full-time or part-time status, work location, role, and tenure. expanding our benefits In 2021, we implemented a paid parental leave program, where we provide 100% of pay for up to eight weeks following the birth of a child, adoption, or the placement of a foster child for either parent within twelve months of birth or placement. We also conducted an in-depth review of our benefits programs through the lenses of diversity, equity, and inclusion and affordability. As a result of this analysis, we made a number of enhancements. Effective January 1, 2022: Provide for a flat or reduced Associate contribution to health benefits for those making less than $30,000 per year Provide for a dental subsidy Offer enhanced life insurance coverage Offer expanded coverage to opposite sex domestic partners Bed Bath & Beyond 2021 ESG Report 16

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX LGBTQ+ Benefits health, safety, and security In addition, we provide more inclusive benefits coverage for The health and wellbeing of our customers and associates our LGBTQ+ community, including coverage for voice and is one of our top priorities. We implement health, safety, and communication therapy and gender re-affirming services. security programs and strive to maintain a safe and secure Our benefits also include coverage for travel charges of environment for Associates and customers. We tailor our up to $5,000 based on provider access due to geographic programs to address potential risks in all of our workplaces, limitations. from stores, distribution centers, and corporate offices to business travel. These efforts extend to our customers’ health, Family Forming safety, and security while shopping in our stores or online. We expanded our family forming benefits, allowing for In 2021, we took deliberate steps to upskill our Security coverage for egg and sperm cryopreservation for those & Loss Prevention team to better anticipate, prevent, rendered infertile due to a treatment or illness (including contain, and manage critical risks and incidents and to Keeping associates and gender transition), including storage for up to 24 months. We customers safe during the also enhanced our maternity program, providing coverage for safeguard our people and assets. We are actively recruiting pandemic midwives and child birthing classes. a dedicated health and safety expert to review and update our initiatives and programs. Throughout the pandemic, we prioritized Compensation the safety of all Associates and customers Safety Standards and Training by implementing Associate rapid response We conduct ongoing compensation benchmarking and All Associates complete safety training commensurate programs with COVID-19 protocols and strive to provide Associates with competitive compensation. with the risks and exposures in their areas of safety tips to keep our teams safe. In our In 2021, we continued to make adjustments to pay within responsibility. In addition, we adopted specific safety stores and distribution centers, we mitigated all segments of our business. In support of our DE&I goals, and security standards and protocols to address and risk by introducing a Store Safety Plan, which we also conducted our first comprehensive analysis in late prevent workplace hazards, including workplace violence required the use of face masks, rigorous 2021 of compensation gaps among Associates, including prevention, fire safety, and other relevant topics. We cleaning, social distancing, and Associate by gender, race, and ethnicity, with the aim to systematically reinforce training participation through meetings and temperature checks. address discrepancies over time. As we complete this safety reminders. Managers and supervisors play a analysis, we will have a baseline for pay equity as a first At the height of the public health crisis, and fundamental step toward truly supporting Associate significant role in promoting safe and secure behaviors our safety measures allowed us to provide economic empowerment. We will implement a phased plan and environments. Safety compliance is a metric we immediate access to essential baby, health, to address any gaps and ensure a sustainable, long-term take into account for supply chain during performance and hygiene items through our buybuy BABY solution is integrated into our business. management discussions and evaluations. and Harmon Face Values Stores. At the same Emergency Response and Crisis Management time, we re-engineered our distribution network to mobilize some Bed Bath & Beyond Emergency response and crisis management are integral to stores as local fulfillment centers. our health, safety and security efforts. In 2021, we initiated a comprehensive review and update of our protocols and plans, and we will continue this work through 2022. Bed Bath & Beyond 2021 ESG Report 17

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX community provide a sense of home to the people and communities we serve Bed Bath & Beyond 2021 ESG Report 18

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX We believe a sense of home is critical for the well-being of individuals and communities. In partnership with local and national non-profits, we are working to positively impact communities in need and to support our communities with product donations and Associate volunteering. We plan to accomplish this by: Joining forces with Rebuilding Together to revitalize communities across the country Partnering with Good360 to deliver essential items to communities in need and provide post-disaster relief Enabling Associates to give back to communities in need through volunteer opportunities Creating donation programs that inspire Associates and communities to give back our community pillar goals and 2021 progress Donate $500 million $29.65M dollars of products by 203019 of products donated in 2021 Revised Commit to 1 million We will report on hours of volunteer progress toward this service by 2030 Revised goal in 202220 19 Includes total donations since 2020, not just donations to Good360. This goal was adjusted following an updated assessment of store inventory and footprint. 20 COVID-19 impacted our ability to make meaningful progress toward this goal. This goal was adjusted and updated progress will be reported in 2022. Bed Bath & Beyond 2021 ESG Report 19

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX our national community partners community rebuilding together: revitalizing homes in need spotlight Rebuilding Together is a national non-profit that repairs homes, revitalizes communities, and rebuilds lives to foster independence and increase safety, Creating a Safe and Healthy Home for the economic stability, and connection for local residents. As a proud partner Farmer Family in Miami with Rebuilding Together, Bed Bath & Beyond invests home goods, volunteer time, and resources to help provide safe and healthy homes in underserved Through our partnership with Rebuilding Together, we communities. helped people like Stephanie Farmer, who took care of In 2021, we officially launched five pilot home projects as part of our Rebuilding her mother, grandmother, husband, and daughter amid Together partnership. Store Associates partnered with local chapters to challenging circumstances. When her husband suffered volunteer time and donate home goods to families in need, and we pledged from a stroke, the Farmer family did not have a wheelchair to expand our corporate partnership in 2022 to include a $500,000 financial ramp to safely get him into their home. Rebuilding contribution to reach more than 25 families in communities across the U.S. Together and Bed Bath & Beyond stepped in to help. By providing critical home repairs and home goods, our partnership helped the Farmers create a safe sense of home during a time of need. Helping Atlanta volunteers age in their multi-generational family home Barbara Leath moved to Atlanta to care for her mother, and after she passed away in 2010, she left a house for Barbara and her family. Barbara and her husband, Jerry, “ In partnership with Bed Bath actively support their local community and homeless & Beyond, we not only make population through their involvement with their church and houses safer but also provide as volunteers with Rebuilding Together. At 78 and 76 years old and on a fixed income, however, their own home repairs neighbors with home décor that quickly spiraled out of their control. Through the support turn houses into homes.” of Bed Bath & Beyond, Rebuilding Together made critical repairs to the Leath’s roof, bedroom, bathroom, and added Caroline Blakely, President & Chief Executive Officer, Rebuilding Together handrails to the home to help the Leaths age in place. Bed Bath & Beyond 2021 ESG Report 20

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Good360: a 20+ year heritage of donating home goods We are proud to have partnered for more than 20 years with Good360, a non-profit that enables us to donate essential items to communities in need across the U.S. In response to the Surfside condominium tragedy, our Aventura Bed Bath & Beyond store team came together to support the community by donating more than $6,400 in critical items to affected families. Our partnership enables hundreds of vetted local charities to provide disaster relief support in times of crisis or other challenging life circumstances. Moving forward, we will deepen our relationship with Good360 to further embed this program across all stores. “ For more than 20 years, Good360’s collaboration with Bed Bath & Beyond has had a significant positive impact on individuals and families around the country to re-establish a sense of home and belonging when and where it is needed most.” ” Matt Connelly, Chief Executive Officer, Good360 Bed Bath & Beyond 2021 ESG Report 21

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX planet protecting the planet we call home Bed Bath & Beyond 2021 ESG Report 22

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX At Bed Bath & Beyond, we understand the urgency of the environmental issues that face us today. We focus our sustainability efforts on the critical issues of climate change, sustainable products, and eliminating waste. As we transform our business, we have the unique opportunity to deeply embed environmental considerations in the business decisions we make. our environmental policy our planet pillar goals and 2021 progress We seek to mitigate the environmental impact of our operations and No net greenhouse gas (GHG) 162,627 drive positive change. We introduced a new environmental policy that emissions for Scopes 1 and 2 lays out our commitments to making a positive change where possible by 203021 Revised MT CO e 2 in our own operations through goalsetting, oversight from our Board of Directors, and compliance with applicable laws and regulations. We also 100% of waste diverted from 44.3% seek to influence our business partners to make similar commitments, landfill in our own operations and work with our supply chain and external stakeholders to lessen by 2050 waste diverted the impact of our operations on the environment. You can read our 27.5% environmental policy here. 50% improved water efficiency across all facilities reduction in water usage we operate by 2035 in our overall footprint compared to 2019 50% of cotton responsibly 14.9% On our path to no net emissions for Scopes 1 and Scope 2 by 2030, we are taking 22 sourced in Owned Brand of cotton responsibly steps to reduce emissions that come from our stores, warehouses, and offices. We lines by 2025 sourced also know that in order to reach the goals of the Paris Agreement, we need to do more – and as such, we are actively working to calculate and reduce our Scope 3 emissions. 50% of wood sustainably 0% Our commitment starts with the products we offer – they are the essence of our 23 sourced in Owned Brand of wood sustainably business. We have challenged ourselves to offer sustainable products that everyone lines by 203024 Revised sourced25 can afford across all categories by 2030. Our Owned Brand strategy represents the perfect starting point for this commitment. >50% of packaging weight from 28.4% For our external product assortment, we are expanding our sourcing practices to recycled materials in Owned of packaging weight from be more inclusive of diverse-owned businesses and to focus on affordability and Brand packaging by 2030 recycled materials transparency for our customers. 21 23 We are accelerating our greenhouse gas reductions goals for Scopes 1 and 2 emissions, because we understand the urgency of climate Sustainably sourced as defined by third-party certifications such as the Forest Stewardship Council (FSC) or the Sustainable change and know the most important action we can take is to reduce our emissions and integrate renewable energy into our mix, faster. Forestry Initiative (SFI). 24 We changed our terminology from “net zero” to “no net emissions” as that more accurately reflects our approach to this goal. We adjusted this timeline due to supply chain and sourcing complexities and recognizing that this material requires a holistic 22 Responsibly sourced as defined by third-party certifications such as the Better Cotton Initiative, the Global Organic Textile approach to sustainable sourcing. ® 25 Standard, or OEKO-TEX . Our first Owned Brand since we established this goal was launched in July 2021 and our data therefore covers half the year.In 2022 we will be able to report a full year of the progress toward our goal. Bed Bath & Beyond 2021 ESG Report 23

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX energy & climate: our 2030 commitment to no direct net emissions We recognize that reducing our carbon emissions is one of the most critical actions we can take as a Company to protect the planet we call home – and in line with the goals of the Paris Agreement, we need to take action to combat the most severe impacts of climate change. We aim to have no net greenhouse gas emissions for Scopes 1 and 2 by 2030 and are working to establish and publish science-based targets that include our Scope 3 emissions by the end of 2023. Our path to achieve our current target of no net emissions for Scopes 1 and 2 focuses on decreasing emissions in our stores and warehouses in four key areas: Energy Renewable energy Installation of Heating, Management generation and LED lighting ventilation, and Systems procurement air conditioning (HVAC) system updates To further underscore our commitments to mitigating the impacts of climate change, we have accelerated our goal by ten years and aim to set science-based targets by the end of 2023. Last year, we conducted a baseline assessment to develop an understanding of our direct carbon emissions. Using those results, we are in the process of implementing an internal data collection system that will leverage the expertise of our internal audit team to validate the credibility of the data and the data gathering process. Bed Bath & Beyond 2021 ESG Report 24

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX store network and warehouses panels in New Jersey – an important first step in reducing With 40 warehouses and nearly a thousand stores across emissions. In addition, we source renewable energy from 26 third-party providers, given that self-generation does not the U.S., Canada, and Mexico , our store network and warehouses are critical for addressing our environmental currently provide enough energy to power our stores. impact and a key way we will meet our goal of no net As we move forward with our strategic investments, we are emissions for our Scope 1 and Scope 2 by 2030. To date, evaluating alternative energy sources at all leased facilities we have targeted four main priority areas to reduce and stores where applicable. emissions and facilitate responsible energy use: Energy Management Systems (EMS), renewable energy, LED LED Lighting lighting, and HVAC systems. Given the significance of lighting in our overall energy use, we began to retrofit our stores with LED lighting in 2016 Energy Management Systems and utilize LED lighting in all new stores and warehouses. We utilize two different types of Energy Management Currently, 90% of our sites are retrofitted and we expect Systems (EMS) in our stores, both of which exceed ISO to have 100% of stores retrofitted by the end of 2022. To standards. By connecting our HVAC and lighting systems further reduce our energy use, we introduced motion-sense and allowing for scheduling and remote management, these lighting to ensure that lights automatically turn off when systems help us monitor, control, and optimize energy use in people are not present. Through this process, we reduced our stores, warehouses, and distribution centers. energy usage by approximately 18% per store. For example, one of our systems is directly integrated with store HVAC units. Through this integration, we are able to HVAC Systems remotely control blower motor speed to reduce energy Our climate-controlled stores and warehouses rely on usage outside of the pre-programmed factory settings. HVAC systems to keep our customers and Associates comfortable and healthy. We are actively working to Further, our EMS allows us to participate in peak pricing update and replace existing HVAC systems with more response programs as well as capacity management efficient systems, which will curb energy consumption and programs. We actively use demand load shedding to thereby reduce our emissions and electricity costs. reduce our overall grid demand during peak times. Our Scope 3 Emissions Renewable Energy As we look to set science-based targets by the end of 2023, Since 2010, we have generated renewable energy using we are working to baseline our Scope 3 emissions related to our own solar panels and wind power in Texas and solar logistics and transportation. 26Mexico operations are part of a joint venture. Bed Bath & Beyond 2021 ESG Report 25

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX logistics and transportation consumption per unit. We continue to utilize a pool and We continue to build out our regional distribution centers consolidation network to reduce the number of Less- (RDCs) strategy, where we locate RDCs in strategic than-Load (LTL) shipments moving between our suppliers geographic areas to serve our customers better. This and our store locations. strategy enables us to move our products more efficiently We are exploring additional opportunities to reduce and with lower overall carbon intensity. emissions and drive down fuel consumption, including Intermodal Transport optimizing the fulfillment process, electrifying trucks, reducing idling, optimizing store deliveries, and consolidating Our primary mechanism to reduce carbon emissions is to our overseas shipments. shift our product transportation from trucking to rail – a process that has been implemented since 2007. We are Electric Vehicle Charging Stations maximizing this mode of transportation where possible to In an effort to enable Associates to make sustainable make continual improvements as it relates to logistics and choices, we are working to provide infrastructure for electric transportation. vehicles (EVs). In 2021, we began the process of installing EV SmartWay charging stations to make it easier for corporate Associates to charge their vehicles at work. We will have four charging The U.S. Environmental Protection Agency (EPA) developed points for vehicles at our corporate headquarters in 2022, SmartWay to help companies identify and select products with the potential to add more in the future. and services that reduce transportation-related emissions. SmartWay transportation providers measure, benchmark, and report their emissions, allowing us to reduce the environmental impact of our supply chain. This positions us to make informed decisions about transportation-related emissions and to select more efficient freight carriers and transport modes. Optimized Shipping Consolidating our shipments has reduced the number of individual trucks transporting products to our stores, and consequently reduced our emissions and fuel Bed Bath & Beyond 2021 ESG Report 26

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX embedding environmental In 2021, buybuy Baby launched our first circular economy considerations into our supply chain initiative in partnership with GoodBuy Gear to take back We are committed to building a more efficient supply chain used baby gear in exchange for store credit to keep these while lowering emissions. To do so, we are embedding goods at their highest use for as long as possible. The environmental criteria into our regional distribution centers partnership offers a convenient way for our consumers to (RDCs), third-party logistics, and landlord agreements. upcycle their old baby gear, resulting in less landfill waste We select third-party logistics partners such as those that and a smaller product carbon footprint. serve our Frackville, PA, and Southern California RDCs that have strong environmental programs and we continue to Since 2014, our home goods donations evolve our working model together. have enabled us to divert more In 2022, we plan to introduce emissions data collection and than 145,00027 tons of waste from disclosure mechanisms into our request for proposal (RFP) landfills, positively contributing to our process for trucking transportation partners, allowing us to assess potential partners against their emissions. As we environmental goal of zero waste to modernize our supply chain, we will seek opportunities to landfill by 2050. operate RDCs in strategic locations to bring our products home faster and more efficiently — whether to the store or directly to our customers. Improving Inventory Efficiency reducing waste We are in the process of implementing dynamic allocation, supplier-to-distribution-center forecasting, and We are committed to reducing, reusing, and recycling automated ordering tools to better predict and respond to waste. Our goal is to divert 100% of waste from landfills in inventory turnover. This will foster more accurate product our own operations by 2050, and in 2021 we diverted 44% allocation and decrease inventory waste. of our operations’ waste. To deliver on this commitment, we optimize scheduled landfill trips and utilize our water compactor “on call” model. We are exploring additional We are committed to reducing our water footprint across waste diversion targets and supplier waste targets and are our stores, offices, and distribution centers. Given almost committed to providing waste solutions to our customers all of our water use comes from the plumbing in our stores, for durable product categories. warehouses, and offices, we plan to accomplish this by understanding and implementing relevant best practices regarding water consumption, including harvesting, low flow fixtures, and reusable water bottle filling stations. 27Includes total donations and liquidations since 2014, not just donations to Good360. Bed Bath & Beyond 2021 ESG Report 27

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX sustainable products Our sustainable packaging strategy includes: We rolled out eight Owned Brands in fiscal year 2021, with more to come in 2022. Owned Brands made up 10% of our overall product sales in 2020 and is expected to grow by three times or more over our 3-year business transformation. Plastic Reduction: Recycled Plastics: Paper Procurement: Our Owned Brands strategy gives us an opportunity to We are currently baselining our We are exploring the use of When sourcing paper for our provide our consumers with more sustainable choices. plastic usage in order to identify recycled plastics in our packaging product packaging, we maximize and address the most significant as a first step to eliminate use of Forest Stewardship Sustainability in Packaging areas of plastic use in packaging, virgin plastic from our product Council (FSC) and Sustainable One of the biggest end-of-life impacts of our products is as well as to track our progress. packaging. In 2021, recycled Forestry Initiative (SFI) certified packaging waste. For our Owned Brands, we are actively plastics made up nearly 30% of our paper products. working to mitigate the environmental impacts of our product packaging by weight. In packing, reduce the materials we use in our packaging, and 2022, we are focusing on recycled design packaging that uses more sustainable materials. options for polybag usage. We have already implemented initiatives to reduce, reuse, or recycle components of our secondary and tertiary packaging Reduce: Reuse: Recycle: To reduce waste and material Where possible we reuse shipping We actively recycle used use in our operations, we have and storage materials, including materials, including electronics, reduced label sizes, replaced inbound shipping cartons as well industrial metals, and inks and airbags with paper dunnage, as pallets. dyes. We also use biodegradable and replaced carton shipping shipping materials. containers with envelopes as available. Additionally, we now utilize electronic packing slips and minimize split shipments to reduce our paper use. Bed Bath & Beyond 2021 ESG Report 28

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX governance elevate and embed strong ethical values and governance throughout the business to enable the ESG strategy Bed Bath & Beyond 2021 ESG Report 29

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX We work to uphold strong ethical values across the business through a robust Board of governance framework that includes Board of Director oversight, ESG governance, Directors policy training, and risk management. a strong governance structure Our governance structure starts with an independent and diverse Board of Directors who provide oversight, direction, and leadership to management. To Nominating People, Culture assist the Board with these oversight Audit Committee and Corporate and Compensation responsibilities, the Board maintains Governance Committee three committees: Audit, Nominating Committee and Corporate Governance, and People, Culture, and Compensation. Each committee is comprised of independent Oversee the Company's Advise the Board with respect Oversee the Company's overall directors and has a detailed charter accounting and financial to Board leadership, structure compensation and benefits outlining its duties and responsibilities. reporting process and accuracy and composition, including philosophy and policies, plans Our Board takes steps to continually of financial statements evaluating potential director and programs Oversee the Company's nominees Oversee the Company's people evaluate and enhance our governance policies and practices as part of our efforts compliance program and monitor Oversee corporate governance and culture programs, including toward best-in-class governance. At least compliance with legal and matters, including policies cultural initiatives and associate annually, the Board reviews the Corporate regulatory requirements and the Oversee the Company's ESG engagement Company's ethical conduct policy program and strategies Oversee the Company's DE&I Governance Guidelines and, together with its committees, each committee charter. Oversee the control, audit and program, policies and initiatives risk services function which For more information about the overall evaluates the company’s governance structure of our organization, internal control system and the including committee charters and quality of internal control by members, please refer to our latest Proxy management Statement, the Corporate Governance Oversee management’s section of our website, and our Corporate practices to ensure adequate Governance Guidelines. risk management Bed Bath & Beyond 2021 ESG Report 30

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX a diverse, independent and highly qualified board Our commitment to diversity starts at the top of our organization with the Board of Directors. The Board values diversity in its broadest sense, reflecting, but not limited to, gender, age, race, ethnicity, sexual orientation, gender identity and life experience, and is committed to a policy of inclusiveness. For more information on our Board demographics, see our latest Proxy Statement. The Board has undergone a complete transformation in recent years, with all our directors appointed within the last five years. Our Board has identified certain core skills necessary to effectively oversee management and implement our transformation strategy, including expertise or experience in digital, omni-channel, growth/business transformation, international, marketing (including digital marketing), personalization, customer experience, operations management, retail industry, senior leadership, and strategic planning. In addition, our Board values directors with experience successfully leading and serving on the Boards of other large, complex businesses. Our Nominating and Corporate Governance Committee regularly assesses the current needs of the Board to help ensure that directors possess an appropriate mix of skills and experience. As a result of this process, the Nominating and Corporate Governance Committee may recommend new director candidates for service on our Board to ensure an ongoing pool of diverse, qualified candidates. Bed Bath & Beyond 2021 ESG Report 31

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX esg governance opportunities, provides insights and guidance, measures Board Oversight of ESG and tracks our progress, and approves any changes to our ESG strategy. The ESG Steering Committee meets Our Board of Directors provides our Company's monthly and reports each quarter to the ESG Sponsor highest level of oversight for our Environment, Social, Committee, which is co-chaired by the CLO and VP of ESG and Governance (ESG) program. The Nominating and and made up of executive-level managers. Together, these Corporate Governance also oversees the development two committees make up our executive leadership over and communication of the Company’s ESG programs, ESG topics. strategies, policies, and practices. The ESG Program is also regularly reviewed by the full Board. Risk Management In 2022, we changed the name of our Compensation Bed Bath & Beyond employs enterprise risk management Committee to the People, Culture and Compensation (ERM) practices designed to identify and assess risks to Committee to reflect the Committee’s increased focus on our business, including sustainability risks, and to develop ESG Governance Principles diversity, equity, and inclusion and human capital matters, strategies to mitigate and manage those risks. Our ERM and updated the Committee’s charter to include oversight risk assessment and related reporting involve cross- Build robust reporting and disclosure of certain culture-related programs, including cultural functional engagement to ensure appropriate prioritization processes to track our progress initiatives and associate engagement activities. and alignment across the Company. These activities, which are overseen by the Company’s Controls, Audit and Continuously improve our internal Creating Strong Accountability for ESG Risk Services team, were refreshed in 2021. The Audit governance framework, embedding In addition to Board oversight, we recently appointed a Committee of our Board receives regular reports on the ESG throughout to ensure strong Vice President of ESG to lead our ESG efforts across the Company’s risks, mitigation efforts and related controls oversight Company. The VP of ESG's primary responsibility is to to manage such risks. The Board is actively involved in drive our ESG strategy and lead governance oversight as it the oversight of the Company’s risks and is committed to Hardwire ESG into the organization and relates to ESG. Reporting to the Executive Vice President, Board-level oversight of the Company’s risk management decision-making to drive more effective Chief Legal Officer and Corporate Secretary (CLO), the activities, which is facilitated through the work of the activation of our ESG vision VP of ESG also updates the Nominating and Corporate Board committees. The Board committees provide regular Elevate a clear and robust set of Governance Committee and Board of Directors on the reports to the Board regarding risk-related matters within business ethics to guide our decisions Company’s ESG progress on a quarterly basis. their responsibilities. and practices Comprised of the VP of ESG and cross-functional senior Please refer to the Risk Oversight section of our latest Transparently communicate with leaders from across the business, the ESG Steering Proxy Statement for more information, which is available on stakeholders to receive feedback and Committee is responsible for the functional management our website. share progress of ESG. This committee assesses ESG risks and Bed Bath & Beyond 2021 ESG Report 32

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX ethical business practices Policy of Ethical Standards for Business Conduct We strive to be a company that embodies the highest Our governance commitments are outlined in our ethical standards and we are committed to fostering refreshed Corporate Governance Guidelines. In our Policy a culture of uncompromising integrity. We take steps of Ethical Standards for Business Conduct, we detail the to ensure strong business ethics as we continue to standards to which we hold all Associates and Directors strengthen governance procedures that increase accountable, including expectations around compliance transparency and accountability. with laws and regulations, bribery and anti-corruption, fair “Speak Up” Ethics & Integrity Helpline competition, conflicts of interest, and confidentiality. We expect honesty and personal accountability across Associates receive training on the Policy upon joining the Company and provide opportunities for Associates to the company and on an annual basis thereafter. As part ask questions or report ethical concerns. Associates can of this process, Associates are required to confirm they Required annual ethics training voice feedback directly to our Chief People Officer, CLO, or understand and are in compliance with the Policy. In through our anonymous helpline. addition, Associates receive annual training on a variety of The “Speak Up” helpline is a confidential, anonymous other topics, which are targeted based on their roles and Business ethics tool for all Associates and external stakeholders to raise job function and focus on our commitment to high ethical All Associates concerns and ask questions related to integrity, ethics, standards and fostering a culture of honesty and integrity. safety and related topics. The helpline is accessible 24/7 by Bribery and anti- phone and web and broadly communicated to Associates corruption (FCPA) and stakeholders through the Company’s intranet and Officers and buying teams postings in common areas and breakrooms. All reports are automatically escalated to the Security and Insider trading Loss Prevention investigations department, where they Corporate Associates and Store and supply are triaged and assigned for response or investigation. To chain team management preserve anonymity, the tool is managed by a third party; questions and responses to reporters are routed back Regulation fair through our helpline administrator. disclosure We do not tolerate retaliation or discrimination for reports Senior executives and certain or complaints made in good faith. other Associates Anti-harassment All Associates Bed Bath & Beyond 2021 ESG Report 33

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX supply chain management tantalum or gold. The results of this inquiry are included in to our customers. As part of this commitment, we Our vendors and buying agents are required to adhere our annual Conflict Minerals Report filed with the SEC. have established certain chemical standards, including to our Supplier Code of Conduct. The Supplier Code of restriction lists, to identify and reduce the use of certain Conduct details policies relating to child labor, involuntary product standards chemical materials in the products we sell. These lists apply labor, human trafficking, and slavery, hiring, employment, We maintain standards on cotton sourcing, animal welfare, to all vendors, including for our owned brands, national and disciplinary practices, non-discrimination, health and and restricted substances and chemicals. We expect our brands and third parties. In moving to reduce or eliminate safety, environmental protection, wages and benefits, products to meet all applicable regulatory requirements these chemicals, we expect suppliers to select ingredients working hours, and Associate relations. and industry safety standards, including but not limited identified as Safer Chemicals by the U.S. Environmental to American Society for Testing and Materials (ASTM) Protection Agency (EPA) Safer Choice program, or to We validate social compliance for all factories standards and additional corporate requirements. use EPA Safer Choice criteria or the safer alternatives manufacturing our Owned Brand products and all factories marketplace to evaluate and select safe substitutions. where we are the importer of record. Through our audit Cotton Sourcing program, we review existing third-party audits and on-site We do not knowingly buy or sell products that were made, Restricted Substance List (RSL) includes substances factory audits. Our audit program covers all aspects of our in whole or in part, using forced or underage labor. Since that may or may not be subject to current legislation Supplier Code of Conduct, including the assessment of forced and underage labor is actively used in the cotton but are of potential concern to human health and the potential human trafficking and slavery risks. fields of Uzbekistan, Turkmenistan, and Xinjiang, China, we environment. Vendors are expected to review and will not knowingly accept products containing cotton from exercise efforts to reduce or eliminate the chemicals We partner with a third-party to help facilitate and manage listed on the RSL. our audit program, whose on-site audits include meeting those regions. with factory managers, a factory tour, and worker interviews See our Restricted Substances List. outside the presence of factory management, as well as Animal Welfare document review. Each supplier is notified in advance of a We are committed to sourcing materials of animal origin in Priority Chemical List (PCL) is a subset of the RSL two-week window when an on-site audit is expected to take a humane, ethical, and sustainable manner and expect the identifying certain chemicals of concern in household place, but the actual audit is unannounced. highest standards of animal welfare, and proper handling of cleaning, personal care and cosmetic products. animals used in the production of products we sell. Vendors must remove or reduce the use of chemicals We engage in dialogue with our suppliers through the listed on the PCL and select safe substitutions. remediation and RFP negotiation process as well as We set high standards for our products, and expect social auditing. any products derived from animals to be produced in See our Priority Chemical List. accordance with the Five Freedoms of the Farm Animal Flame Retardant List prohibits the use of certain flame We have also adopted supplier requirements as part of Welfare Committee (FAWC). Detailed information is retardants in all products. our Conflict Minerals Program, as set forth in our Conflict provided in our Animal Welfare Policy. Minerals Policy. As part of this program, we annually See our Flame Retardant List. require sourcing and related information from certain Restricted Substances and Priority Chemicals suppliers in the form of a survey conducted by a third We are committed to providing our customers with safe party covering in-scope Owned Brand products supplied and sustainable products, and our Product Safety & to Bed Bath & Beyond that may contain tin, tungsten, Compliance team works to deliver safe, quality products Bed Bath & Beyond 2021 ESG Report 34

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Each of these lists, as well as our other chemical Security & Privacy Steering Committee (EISPSC). This Cybersecurity Compliance standards, are communicated and made available to our Steering Committee leverages a top-down approach We are compliant with the Payment Card Industry (PCI) vendors during the onboarding process as part of our to information security initiatives to optimize spending, Data Security Standards, the Sarbanes Oxley Act (SOX), comprehensive Product Safety & Compliance (“PS&C”) manage information and information assets, and reduce and California Consumer Privacy Act (CCPA). Manual. Vendors are required to acknowledge compliance risk to the organization. We perform periodic incident with our PS&C Manual at the time of onboarding. These response procedural reviews and exercises to ensure Our information security program is aligned with lists are reviewed and updated as necessary, and at least on adequate response and timely reporting of incidents to key recognized information security management system an annual basis, and were last updated in 2022. stakeholders for appropriate disclosure. standards (ISO/IEC 27001) and cybersecurity frameworks (NIST SP-800 series), and related policies are annually As part of our testing program from direct import Over the last year, we conducted two reviews, facilitated approved, continuously reviewed, and made available and owned brands products, we engage a third-party by independent parties, to assess our current data to Associates. A targeted security awareness training independent lab to test and evaluate these products for protection and cybersecurity programs. The first of these program is administered annually to all Associates to compliance with applicable laws, regulations, industry reviews focused on baselining and benchmarking our reinforce proper identification and reporting of social safety standards and certain Company policies. current process against best practices in information engineering attempts. In 2019, we committed to eliminating chemicals on the PCL security controls. The second review consisted of a business continuity maturity assessment based on the Our Security Operations Center continuously monitors from private label baby personal care products by the end of internationally accepted security framework ISO 27000. external threats, defends against malicious activity, and 2020. We achieved this goal, together with our vendors, as of We are actively working on addressing improvements that ensures all Company assets are enabled with multiple the target date. In addition, Bed Bath & Beyond and buybuy resulted from these assessments. layers of protection. A dedicated information security BABY owned brand textile products are certified to, at a incident response team addresses security incidents ® minimum, the OEKO-TEX STANDARD 100, which certifies Data Protection concerning malicious intent, data exfiltration, policy that products have been tested for harmful substances. We maintain a risk-based framework to protect the violation, and confidential Company information. cybersecurity confidentiality, integrity, and availability of customer Annual audits, performed by internal and external and Associate data. We continue to advance our data resources, and penetration tests are conducted on We recognize the ever-increasing need to protect all protection capabilities to address the continuously our systems and applications to continually monitor Associates, customers, and business partners against evolving threat landscape. We are focusing on embedding vulnerability and compliance with governmental and potential data and cybersecurity risks. Our cybersecurity security and privacy by design in our Company processes industry regulations. programs are overseen by the Audit Committee of the and technology solutions. Board. Our cybersecurity strategy, investments, and defenses are reviewed by the full Board of Directors at least Our Senior Director, Information Security Officer, operates once per year. as our Chief Information Security and Privacy Officer and is responsible for overseeing information risk governance and Our information security and privacy programs are our privacy functions. functionally managed by the Executive Information Bed Bath & Beyond 2021 ESG Report 35

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX appendix Bed Bath & Beyond 2021 ESG Report 36

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Policies, guidelines, and procedures Our actions and decisions, the way we conduct ourselves, and the way we do business are guided by a set of policies and procedures. Below are the policies most relevant to our company and to our ESG priorities. Beyond these external policies and guidelines, we also maintain a number of internal policies and guidelines, including, but not limited to, a Mutual Respect/Anti-Harassment Policy and COVID-19 policies and procedures. Please refer to our website for a more current list of policies. Animal Welfare Policy Commitment to Equal Opportunity and Diversity Compensation Recoupment Policy Conflict Minerals Policy Corporate Governance Guidelines Environmental Policy Flame Retardant Chemicals 28 Other Social Compliance Audit Program Policies Policy of Ethical Standards for Business Conduct Priority Chemical List Privacy Policy Restricted Substances List Supplier Code of Conduct past ESG reports Bed Bath & Beyond’s past reports offer a snapshot of year-over-year business impact across three areas: Environmental, Social and Governance (ESG). As a reference, please find the last two years of ESG reports: 2020 ESG Report 2019 Corporate Responsibility Report 28 This includes non-public policies such as the Product Safety & Compliance manual, internal alerts to suppliers, etc. Bed Bath & Beyond 2021 ESG Report 37

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX SASB: Sustainability Accounting Standards Board disclosure The Sustainability Accounting Standards Board (SASB)’s objective is to enable companies to communicate industry-specific sustainability accounting standards to their shareholders. As part of our commitment to ensure ESG transparency we are reporting ESG metrics in accordance with the SASB standards for the Multiline and Specialty Retailers & Distributors industry. Topic Code Accounting Metric Response Energy CG-MR- (1) Total energy Total energy consumed 1,508,029 GJ (excludes non-operated building electricity) Management in 130a.1 consumed (GJ), Retail & Distribution (2) percentage % grid electricity 91.4% grid electricity, (3) percentage renewable % renewable 8.6% Data Security CG-MR- Description of Bed Bath & Beyond is committed to protecting its customers’ and Associates’ data throughout the 230a.1 approach to identifying organization. Data protection measures are in place for data at rest and in transit within our data centers, and addressing data with our business partners, and in the cloud. Information security policies are reviewed, approved annually, security risks and made available to all Associates. The Bed Bath & Beyond information security program is aligned with recognized information security management system standards (ISO/IEC 27001/2) and cybersecurity frameworks (NIST SP-800). We are compliant with the Payment Card Industry (PCI) Data Security Standards, the Sarbanes Oxley Act (SOx), and California Consumer Privacy Act (CCPA). CG-MR- (1) Number of Not reported for 2021. 230a.2 data breaches, (2) percentage involving personally identifiable information (PII), (3) number of customers 29 affected 29Disclosure shall include a description of corrective actions implemented in response to data breaches. Bed Bath & Beyond 2021 ESG Report 38

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Topic Code Accounting Metric Response Labor Practices CG-MR- (1) Average hourly 2021 310a.1 wage and (2) percentage of in-store Segment Average wage employees earning minimum wage, by Distribution center $ 15.80 region Retail – store Associates $ 12.50 Retail – all hourly $ 13.30 We invest in our retail wages to ensure all Associates are paid above federal minimum wage and in line with the locally applicable minimum wage. We are continuously investing in initiatives to ensure greater market alignment and to promote equitable pay for Associates. CG-MR- (1) Voluntary and (2) 2021 310a.2 involuntary turnover rate for in-store In-store Segment Voluntary Involuntary employees turnover turnover Manager 13% 22% Supervisor 24% 18% Individual contributor 85% 14% CG-MR- Total amount of Not reported for 2021. 310a.3 monetary losses as a result of legal proceedings associated with labor law violations Bed Bath & Beyond 2021 ESG Report 39

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Topic Code Accounting Metric Response Workforce Diversity CG-MR- Percentage of gender 2021 & Inclusion 330a.1 and racial/ethnic group representation for (1) Segment Female Racially/ management and (2) ethnically all other employees diverse* Manager 58% 32% Non-management 72% 56% Total workforce 70% 52% * Includes all racially and ethnically diverse groups, inc. Black, Asian-American, LatinX, Pacific Islander, and other racially and/or ethnically diverse groups. CG-MR- Total amount of Not reported for 2021. 330a.2 monetary losses as a result of legal proceedings associated with employment discrimination Bed Bath & Beyond 2021 ESG Report 40

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX Topic Code Accounting Metric Response Product Sourcing, CG-MR- Revenue from While we do not currently track revenue from products certified to third-party environmental and/or social Packaging & 410a.1 products third- sustainability standards, Bed Bath & Beyond prefers suppliers who report their performance using Metafore’s Marketing party certified to Environmental Paper Assessment Tool (EPAT) and meet other criteria as discussed in the Planet pillar. We environmental and/ use clear guidelines for exclusionary criteria (e.g., restricted chemicals, animal welfare). We hold all suppliers or social sustainability accountable to our Supplier Code of Conduct. We set bold goals to grow our use of responsible cotton and standards wood in our Owned Brands. CG-MR- Discussion of We established a Restricted Substance List (RSL) to identify chemicals of potential concern. These 410a.2 processes to assess substances may or may not be subject to current legislation but are of potential concern to human health and and manage risks and/ the environment. The Priority Chemical List , which is a subset of the RSL, was established to further reduce or hazards associated the use of certain chemicals of concern in household cleaning, personal care, and cosmetic products. with chemicals in products CG-MR- Discussion of Our approach to tackling sustainable packaging is oriented along a material hierarchy. While we acknowledge 410a.3 strategies to reduce that in the near-term, it is a necessity to increase recyclability of packing solutions, we are committed to the environmental identifying more sustainable options in the long term. impact of packaging Activity Metrics CG-MR- Number of (1) retail 991 retail locations 000.A locations and (2) 40 warehouses distribution centers 2 CG-MR- Total area of: (1) Retail space: 2,709,268 m 000.B retail space and (2) 2 Warehouse space: 544,004 m distribution centers in square meters Bed Bath & Beyond 2021 ESG Report 41

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX UN SDGs: United Nations Sustainable Development Goals Disclosure Bed Bath & Beyond recognizes its role in addressing key issues that the global community faces to create a more sustainable future. As such, we are committed to joining forces with companies around the world to support the United Nations Sustainable Development Goals (SDGs). While all 17 SDGs are critical for achieving global sustainable development, the table below highlights the SDGs where we have the most significant contributions. We will continue to deepen these contributions and expand our alignment as we evolve our ESG program. SDG Alignment Reference We provide fair wages and other benefits that support well-being to ensure our Associates and those in our supply chain are paid People, Governance a living wage. We are obtaining a baseline for pay equity as part of our commitment to fair compensation. We are expanding our sourcing practices to proactively include more diverse-owned businesses in our supply chain. We foster an inclusive workplace that promotes women’s equal participation and prohibits discrimination through our DE&I People, Governance program and Commitment to Equal Opportunity and Diversity. We achieved 100% parental leave at all job levels in 2021 and provide LGBTQ+ benefits. As part of our goal to achieve no net emissions for Scopes 1 and 2, we are increasing our investment in renewable energy through Planet our own solar panels and wind power and sourcing renewable energy from third-party providers. We utilize energy management systems to improve energy efficiency in our stores, warehouses, and distribution centers. To contribute to full and productive employment and increase access to employment and training, we’ve pledged to engage more People, Governance than 10,000 Associates in upskilling training by 2030. We promote decent work and protect labor and human rights through our Vendor Code of Conduct. Through our DE&I program we strive to build a diverse and inclusive work environment where all Associates know they belong. People To ensure our company represents the diversity of the communities where we live and work, we’ve pledged to have at least 50% of roles be filled women at each level and achieve 25% racial and ethnic diversity at each level by 2030. Bed Bath & Beyond 2021 ESG Report 42

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX SDG Alignment Reference Our partnerships with Rebuilding Together, Good360, and our product donations help ensure those in our communities have Community access to safe and healthy homes. Our commitment to responsible production starts with our own products. In our Owned Brands line, we have set targets to Planet responsibly source 50% of our cotton and sustainably source 50% of our wood by 2030. We also set a goal to achieve more than half of our packaging weight from recycled materials by 2030. To reduce waste, we set a goal to divert 100% of our waste in our operations from landfill by 2050. buybuyBABY also launched the company’s first circular economy initiative in partnership with GoodBuy Gear. Climate change is one of the biggest threats to our planet, and reducing our emissions is one of the most important steps we can Planet take. We set a goal to achieve no net emissions for Scopes 1 and 2 emissions by 2030, and we are working to establish and publish science-based targets that include Scope 3 emissions by 2023. Bed Bath & Beyond 2021 ESG Report 43

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX TCFD: Task Force on Climate-related Financial Disclosures Bed Bath & Beyond provides disclosure on climate-related risks and opportunities to promote transparency to our shareholders and other stakeholders in line with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). The following table outlines our climate-related discussions in accordance with the TCFD framework. We will work to build more robust analysis and reporting in future years. TCFD Topic Metric Our Response Governance Describe the board’s oversight of climate-related risks and opportunities Governance: A Strong Governance Structure, ESG Governance, Risk Management Describe management’s role in assessing and managing climate-related risks and opportunities Governance: ESG Governance, Risk Management Strategy Describe the climate-related risks and opportunities the organization has identified over the short, Planet: Introduction, Governance: ESG medium, and long term Governance Describe impact of climate-related risks and opportunities on the businesses, strategy, and financial Planet: Introduction, Energy & Climate: planning Our 2030 Commitment to No Direct Emissions Describe the resilience of the organization’s strategy, taking into consideration different climate- Not relevant this year, but Bed Bath & related scenarios, including a 2°C or lower scenario Beyond is committed to building toward more robust analysis and reporting in future years. Risk Management Describe the organization’s processes for identifying and assessing climate-related risks Governance: Risk Management, ESG Governance Describe the organization’s processes for managing climate-related risks Governance: Risk Management, ESG Governance Describe how processes for identifying, assessing, and managing climate-related risks are integrated Governance: Risk Management, ESG into the organization’s overall risk management Governance Bed Bath & Beyond 2021 ESG Report 44

INTRODUCTION PEOPLE COMMUNITY PLANET GOVERNANCE APPENDIX TCFD Topic Metric Our Response Metrics and Targets Disclose metrics used to assess climate related risks and opportunities in line with strategy and We report according to relevant SASB risk management process; describe whether related performance metrics are incorporated into and TCFD metrics. Bed Bath & Beyond remuneration policies is committed to building tracking and reporting capabilities to increase transparency in impact of business activities. Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the Scope 1 & 2: 162,627 MT CO e 2 related risks Market-based method used Describe the targets used by the organization to manage climate-related risks and opportunities and Planet: Introduction, Energy & Climate: performance against targets Our 2030 Commitment to No Direct Net Emissions Bed Bath & Beyond 2021 ESG Report 45

forward-looking statements This ESG Report contains forward-looking statements within the meaning of Section 21 E of the Securities Exchange Act of 1934 including, but not limited to, our progress and anticipated progress towards our long- term objectives, as well as more generally the status of our future liquidity and financial condition and our outlook for our 2022 Fiscal year. Many of these forward-looking statements can be identified by use of words such as may, will, expect, anticipate, approximate, estimate, assume, continue, model, project, plan, goal, preliminary, and similar words and phrases, although the absence of those words does not necessarily mean that statements are not forward-looking. Our actual results and future financial condition may differ materially Bed Bath & Beyond Corporate Headquarters from those expressed in any such forward-looking statements as a result of many factors. Such factors include, without limitation: general economic conditions including the recent supply chain disruptions, labor 650 Liberty Ave, Union, NJ 07083 shortages, wage pressures, rising inflation and the ongoing military conflict between Russia and Ukraine; bedbathandbeyond.com a challenging overall macroeconomic environment and a highly competitive retailing environment; risks corporateresponsibility@bedbath.com associated with the ongoing COVID-19 pandemic and the governmental responses to it, including its impacts across our businesses on demand and operations, as well as on the operations of our suppliers and other business partners, and the effectiveness of ours and governmental actions taken in response to these risks; changing consumer preferences, spending habits and demographics; demographics and other macroeconomic factors that may impact the level of spending for the types of merchandise sold by us; challenges in executing our omni-channel and transformation strategy, including our ability to establish and profitably maintain the appropriate mix of digital and physical presence in the markets we serve; our ability to successfully execute our store fleet optimization strategies, including our ability to achieve anticipated cost savings and to not exceed anticipated costs; our ability to execute on any additional strategic transactions and realize the benefits of any acquisitions, partnerships, investments or divestitures; disruptions to our information technology systems, including but not limited to security breaches of systems protecting consumer and employee information or other types of cybercrimes or cybersecurity attacks; damage to our reputation in any aspect of our operations; the cost of labor, merchandise, logistical costs and other costs and expenses; potential supply chain disruption due to trade restrictions or otherwise, and other factors such as natural disasters, pandemics, including the COVID-19 pandemic, political instability, labor disturbances, product recalls, financial or operational instability of suppliers or carriers, and other items; inflation and the related increases in costs of materials, labor and other costs; inefficient management of relationships and dependencies on third-party service providers; our ability to attract and retain qualified employees in all areas of the organization; unusual weather patterns and natural disasters, including the impact of climate change; uncertainty and disruptions in financial markets; volatility in the price of our common stock and its effect, and the effect of other factors, including the COVID-19 pandemic, on our capital allocation strategy; changes to statutory, regulatory and other legal requirements or deemed noncompliance with such requirements; changes to accounting rules, regulations and tax laws, or new interpretations of existing accounting standards or tax laws; new, or developments in existing, litigation, claims or assessments; and a failure of our business partners to adhere to appropriate laws, regulations or standards. A further description of these and other risks and uncertainties can be found in the Company’s Annual Report on Form 10-K for the year ended February 26, 2022. Except as required by law, we do not undertake any obligation © 2021 Bed Bath & Beyond Inc. and its subsidiaries. All Rights Reserved. to update our forward-looking statements.