2. 2 Message from Leadership
3 Definitions and Dimensions of Diversity
4 Strategy
5 Training and Education Program Results
6 Workforce Demographic Metrics
7 Employee Resource Groups
8 Supplier Diversity
8 Community Relations
9 2007 Award
10 2008 and Beyond
Our2007Journey
Our Vision: A global company of Brands That MatterTM
and great
people, known for best-in-class results.
Our Values are condensed into five key areas — our people and our brands,
how we work together, the results we expect to get and the integrity
with which we’ll operate. Each is followed by a simple defining belief:
Our People:• The success of our company starts with our people
Our Brands:• Growing brands that matter to consumers is at the
heart of who we are
How We Work Together:• We work as a team and foster an
environment of global collaboration
Results:• We relentlessly strive to achieve best-in-class results
Integrity:• Acting with utmost integrity is the foundation upon
which we grow
Our products and brands are organized into four global segments:
Office Products
As the global leader in writing instruments, labeling solutions,
and office organization, we offer a powerful brand lineup led by the
Sharpie, Parker, DYMO, uni-ball, Paper Mate, EXPO, and Waterman
brands, among others.
Cleaning, Organization Décor
We bring innovative commercial cleaning solutions, home organization
systems, and window fashions to consumers through two of the most
recognized names in the world – Rubbermaid and Levolor.
Tools Hardware
Through an expansive offering of hand tools, power tool accessories,
propane torches, manual paint applicators and cabinet and window
hardware, IRWIN, Lenox, Amerock, Shur-Line, BernzOmatic and our
other brands help the professional trade and weekend warrior get the
job done right with greater safety, speed and productivity.
Home Family
Among the most trusted names among consumers, Calphalon, Graco,
and Goody offer premium kitchenware, infant and juvenile products
and hair care accessories.
InclusionandDiversity: 2007 Annual Report
3. Our journey is much
more important than the
destination. We are building
an inclusive culture that
leverages our differences
and our similarities.
“We need to drive culture change through
collaboration and teamwork, best practices, valuing
diversity and development, and striving for excellence.
Inclusion and diversity are business imperatives. We
are intent on creating a more diverse and inclusive
working environment at Newell Rubbermaid,
empowering our employees to contribute to
their fullest potential.”
Mark Ketchum
President and Chief Executive Officer
“Our business success is a reflection of the quality
and skills of our people. Newell Rubbermaid is
committed to attracting and retaining the finest talent
to ensure top business growth and performance.
Diversity management benefits individuals, teams,
and our company as a whole — as well as our
customers and our consumers.”
Jackie Parker
Vice President, Inclusion and Diversity
Message From Leadership
2
4. Our Commitment to Inclusion and Diversity
Our vision is to create a fair and equitable culture in which every member of Newell Rubbermaid’s
global team can contribute to his or her full potential while delivering products that appeal to a
widely diverse marketplace.
Our mission is to contribute to Newell Rubbermaid’s success by fostering an inclusive workplace
that mirrors the diversity of our marketplace, reflects positively on the company externally and
engages the entire organization.InclusionandDiversity
What Does Inclusion and Diversity Mean to Newell Rubbermaid?
As a company, we view diversity as a collection of people, functions, teams, processes and qualities
that are characterized by both differences and similarities. It involves not only outreach and recruiting,
but also ensuring that the talents and perspectives of diverse employees, at every level, are pursued and
valued. An inclusive and diverse work environment makes the most of our differences and similarities,
ensuring that every individual has an opportunity to fully participate in driving business success.
Differences That
Make a Difference
Diversity is a collection of people, functions,
teams, processes and qualities characterized
by both differences and similarities.
3
5. Inclusion and Diversity
Our Strategic Focus
Workforce Diversity
Recruit, develop and
retain an inclusive and
diverse workforce that
mirrors our consumers
Workplace Inclusion
Create and implement
workplace policies and
management practices
that maximize our talent
and productivity for
overall organizational
effectiveness
How We’ll Get There
In 2008, we’ll continue to reach our goals through:
Strategy
Guiding Inclusion and Diversity
1. The Executive Steering Team
The executive steering team is comprised of our president
and CEO, Mark Ketchum, and his leadership team. This group
provides oversight, direction and approvals for the strategic
inclusion management plan.
2. The Office of Inclusion and Diversity
The Office of Inclusion and Diversity is responsible for
developing and executing the strategic inclusion management
plan, coordinating company-wide diversity management efforts,
and serving as subject matter experts on Inclusion and Diversity
topics. Led by the vice president of Inclusion and Diversity,
the office is guided by the executive steering team and works
closely with the Inclusion Leadership Team.
3. The Inclusion Leadership Team
Creating a diverse and inclusive culture requires
collaboration across our global organization. The team
provides recommendations for actions to create a more
inclusive workplace, promotes workforce diversity, and
helps improve the understanding and valuing of employee
differences in alignment with Newell Rubbermaid’s business
objectives. Led by Lori Prokes, VP, Asst. General Counsel and
Anthony Williams, director, Global Talent Acquisition, The
Inclusion Leadership Team exists to foster a diverse and
inclusive culture and champion initiatives to ensure that all
employees, candidates, suppliers and customers are treated
equitably and with respect, dignity and cultural sensitivity.
4
Focused Recruitment•
Talent Development•
Education and Training•
A Culture of Inclusion•
Communication•
Community Relations•
Marketplace Diversity
Leverage inclusion and
diversity to improve customer
loyalty and satisfaction in
a diverse marketplace and
expand market share
Community Relations
Connect the company with
the communities in which
we live and work, and
create opportunities for
minority- and women-owned
businesses
Inclusion Leadership Team members
Anthony Williams and Jessica Fernandez
6. InclusionandDiversity
Our Training and Education Results
Our Inclusion and Diversity management training sessions started on September 18, 2006.
Since then over 2,200 managers have attended “Managing Inclusion: Tools of Engagement
for Managers.”
Year Goal Actual Trained Completion Rate
2006 Top 200 Senior Leaders* 194 97%
2007 1,800 U.S. Managers 2,016 112%
2007 Scorecard Results: After completing the managing
inclusion training, managers were
asked to rate the training on a scale
of 1 to 6 for:
satisfaction with the overall training•
environment and delivery
learning new skills and tools•
application to their jobs•
job performance improvement•
career development potential and•
advantage to the employer
The average rating of the training
was 5.04 out of 6.0.
2008 Goal:
5.50out of 6.0
Feedback
from Our
Employees:
I feel much better prepared
to take on a leadership role
within the company.
I plan to educate people
around me and be a
positive role model.
In the past if I overheard
something coming from
a position of exclusion or
ignorance, I did not act to
correct the situation. Now
I have the tools to do so.
I will be more conscious of
the opportunity to move people
higher on the “appreciation scale,”
and more conscious of the
cost of not doing so.
* The remaining top 200 leaders received training in 2007
5
8. Mission
To engage employees in making Newell Rubbermaid an employer
of choice and building Brands That Matter for women throughout
the world
Objectives
Improve retention and development of women in Newell Rubbermaid
by leveraging the women’s resource group to gain consumer
insights, grow leaders, and increase employee engagement and
external activism
WIN*WIN (L-R): DailyGist,LaurelHurd,LisaDulski,KristaDiBerardino,
Kellie Iannone, Jennifer Conti, Vicki Slomka, Jackie Parker
ERG: WIN*WIN
Employee Resource Groups
In 2007, Newell Rubbermaid formed two employee resource groups (ERGs): Hispanic Organization for Latinos (HOLA) and Women
in Newell Rubbermaid – Working, Inspiring, Networking (WIN*WIN). Our ERGs are self-initiated, grassroots-driven associations of
employees, formed around a shared set of interests, experiences and perspectives, such as diversity characteristics that address race,
gender, age, sexual orientation, or parental status. ERGs support employees by providing a powerful means to enhance professional
development, such as mentoring, training and networking opportunities through formal group meetings and event-based activities.
In alignment with our core value “Our Success Starts with Our People,” these two groups will help strengthen that commitment.
ERG: HOLA
7
Mission
To create a Hispanic employee resource group that will support growth
and business initiatives that promote the richness of our culture
Objectives
To identify areas for improvement in the attraction, retention and
engagement of Hispanic employees, and to assist Newell Rubbermaid in
our quest to more effectively market our brands to the Hispanic consumer
(HOLA) Steering Committee – Top Row (L-R): Carlos Vazquez, Miguel
Ortiz 2nd Row (L-R): Paola Moncivais, Mauricio Briceno 3rd Row
(L-R): Rafael Martinez, Jessica Fernandez, LeRon McKendrick, Ben
Harvey, Maria Rodriquez
9. InclusionandDiversity
Events Sponsored in 2007:
The National Black Arts Festival
Mom Corps
Georgia Women’s Executive Network (GWEN)
Women Looking Ahead
The National Association of Asian American Professionals
(NAAAP-Atlanta)
The National Black MBA Association (NBMBAA)
The National Society of Hispanic MBAs (NSHMBA)
100 Black Men Atlanta
Who’s Who in Black Atlanta
American Cancer Society
North Springs High School Future Black Leaders of America
Dallas Austin Foundation for Music Education
Linkage Summit on Leading Diversity
Human Rights Campaign Foundation (HRCF) Annual Dinner/
Awards for GLBTS
Out and Equal
Catalyst Organization for Women
Community Relations
The National Black MBA Association (NBMBAA) The National Association of Asian AmericanProfessionals (NAAAP-Atlanta)
The National Society of Hispanic MBAs (NSHMBA)
Out and Equal
InclusionandDiversity
8
Supplier
Diversity
2007: A journey of growth
Newell Rubbermaid is committed•
to forming and nurturing partnerships with
minority- and women-owned businesses.
Newell Rubbermaid provides equal access•
to potential business opportunities for all
diverse suppliers to participate as partners
and suppliers of goods and services within
our corporate supply chain.
Newell Rubbermaid defines diverse suppliers•
as U.S.-based, for-profit enterprises (public or
private) that are certified (by a third-party) as a
small business, small disadvantaged business,
woman-owned small business, veteran-owned
small business, historically underutilized
business zone, minority business enterprise
and/or woman business enterprise.
Investing in Diversity is Good Business.
10. Human Rights Campaign Corporate
Equality Index Score: Up from 15 to 100!
Business Ranking, Fortune 1000
Criteria satisfied to achieve 100% score:
Has a written non-discrimination policy covering sexual orientation in its•
employee handbook or manual
Has a written non-discrimination policy covering gender identity in its employee•
handbook or manual (2006)
Offers health insurance coverage to employees’ domestic partners•
This score is reflected in the 2008 HRC Buying for Equality: A Guide to Products,
Companies and Services that support Gay, Lesbian, Bisexual and Transgender Equality.
Fifty-eight percent of gay and lesbian adults are more likely to purchase household
products and services from companies listed in this guide.
What a difference a year makes!
2007Award
9
15
55
100
May 2006 June 2006
Newell Rubbermaid’s improvement in HRC Corporate Equality Index score from May 2006 – July 2007
July 2007
11. InclusionandDiversity
Overall representation•
Targeted hiring metrics•
Development programs•
Succession planning•
2008 and beyond
Employee resource groups•
Ongoing communications•
Internet and intranet•
Ongoing training•
GBU integration•
Supplier diversity •
Employee engagement•
Employer of choice •
Preferred by consumers•
Awards and recognition•
Leveraging inclusion•
and diversity to
develop and expand
opportunities in the
marketplace
Three Top Priorities:
1 2 3Talent Pipeline Management Culture of Inclusion Brand Eminence in the Marketplace
2008
2006
Begin foundation activities focused on creating
vision and strategy, identifying a change
process, and defining teams and charters
Foundation
2007
Increase awareness by communicating
the vision, defining behaviors, and forming
partnerships for integration
Awareness
Foundation
2008
Integrate best prectices in the workforce
pipeline, competencies, training and
development, communications, scorecards,
and surveys
GBU/Integration
Awareness
Foundation
2009 and Beyond
Introduce breakthrough activities to focus
on evaluating progress via integrated
employee surveys, scorecards,
and competencies
Breakthrough
GBU/Integration
Awareness
Foundation
Journey of Inclusion and Diversity
Increased Communication and Awareness
InclusionandDiversity
10
12. Newell Rubbermaid
10B Glenlake Parkway, Suite 300
Atlanta, GA 30328
T +1 (770) 407-3800
www.newellrubbermaid.com
Great People
Our success begins with
