2012 - Corporate Social Responsibility...

Helping Our World FlourishAt Newell Rubbermaid, we’re working every day to

build a better, more sustainable world – one in which

all of our stakeholders flourish. Our approach? Products

with less environmental impact. Practices that reduce

consumption of energy, water and resources. Broadened

opportunities that enable our people to achieve better

futures. And investments of talent and funds that build

stronger communities. Explore all the ways that Newell

Rubbermaid is Helping Our World Flourish.

2012

Corporate responsibility report

2012 CORPORAtE RESPONSIBILItY REPORt 1

About this ReportIn this report, we have included material that covers our most significant business, social and environmental initiatives, with a particular emphasis on topics that reflect the current strategic direction of our Company.

This year’s report utilizes December 31, 2012, data unless otherwise noted. The report reflects the scope of our businesses around the world.

We identify our primary stakeholders as employees, shareholders, customers, suppliers, consumers and communities where we operate facilities. Our interaction and dialogue with these stakeholder groups is ongoing and takes a variety of forms that include:

• Consumer research and focus groups• Customer surveys and sales meetings• Employee communications and engagement initiatives• Supplier surveys and meetings• Investor quarterly conference calls and an annual shareholder meeting• Community meetings through The Newell Rubbermaid Foundation

In addition, we welcome feedback from our stakeholders about this report.

Contact InformationNewell Rubbermaid Inc.3 Glenlake Parkway Atlanta, GA 30328 [email protected]


at newell rubbermaid, we’re addressing global megatrends that create big challenges for our world and big opportunities for our business.

Management 3

our ongoing commitment to more sustainable products and operations ensures we’re reducing our impact on the environment.

Planet 16

We help the places where we live and work flourish through gifts of our products and dollars, and sharing our time and talents.

our HyGen™ commercial products help to create healthier environments, while also saving water and reducing chemical use.

our Growth Game plan is helping us accelerate into a bigger, faster- growing, more global and more profitable company.

Purpose 4

the newell rubbermaid employee experience is a seamless cycle that creates a culture in which individuals can grow with our business.

People 8

Philanthropy 24

table of Contents

* all numbers based on 2012 data.

Products 18

6% Energy Reduction Worldwide in comparison with our baseline year 2009*

6%increase in minority and female managers*

Cash and In-kind Giving to Charitable Organizations*

$10.7 Million


MANAgEMENt MESSAgE

to oUr staKeHolDers:

Michael B. Polk, President and Chief Executive Officer

We are building Newell Rubbermaid into a larger, faster-growing, more global and more profitable company. We will achieve that ambition through sharper portfolio choices and strengthened capabilities as defined in our Growth Game Plan. Economic development in countries around the world represents a significant portion of this opportunity. For example:

• Globally, more than a million people move to mega-cities each week. This is leading to an incredible construction boom – more steel needs cutting, more offices need cleaning, more apartments need building. Our Tools and Commercial Products businesses offer solutions for each.

• Over the next 15 years, the global middle class will more than double in size, from 2 billion today to nearly 5 billion, many of whom will seek broader access to education. Our Writing brands offer solutions for those new students.

These major shifts in the world’s consumption patterns create big challenges for society – creating stress in resource availability and sometimes compromising the quality of those resources. Growth represents a tremendous opportunity for Newell Rubbermaid, but with that opportunity comes big responsibility. We recognize that as our business grows, our impact will grow unless we take steps through our brands and our business systems to mitigate as much of our growth-driven impact as possible.

At Newell Rubbermaid, we are well-positioned to drive sustainable growth by building our brands and developing our business systems in ways that begin to address these challenges. We do so today in our brands with innovations that reduce water and chemical consumption in commercial cleaning, or provide new creative ways to encourage and enable recycling at home. We do so today in our business systems by reducing waste, conserving water and reducing carbon impacts.

This cycle of challenge and opportunity is our corporate responsibility. By building a more sustainable business model we can help sustain the world around us and live up to our purpose: to help people flourish every day where they live, learn, work and play.

We look forward to keeping you updated regularly on our progress.

Michael B. PolkPresident and Chief Executive Officer

At Newell Rubbermaid, our vision is to be a global company of Brands That Matter™ and great people, known for best-in-class results.


PURPOSE

HelpinG oUr CoMpany FloUrisHNewell Rubbermaid is one of those increasingly rare companies that has found a way to flourish for more than 100 years. Our roots go back to Ogdensburg, New York, on the St. Lawrence River in 1903, when rivers were central to trade and

transportation. Our first products were something for which people had a real need – curtain rods. Other companies made curtain rods too, but we improved the performance of ours by creating a rod that did not rust.

Our products today follow the same model of the curtain rod. We make things people need – pens, cookware, drill bits, strollers, hairbrushes and much more – but through innovation, we improve design and performance. During the past century, we have moved with the centers of trade and transportation – first to the Midwest with the rail system and then to Atlanta, a hub for highways and airways.

We are a company that adapts and grows by upholding some lasting principles. Our culture is defined by an entrepreneurial spirit that is pervasive and global. We encourage our people to make an impact, to take action and responsibility. We are large, but still flexible enough that one person can make a difference.

Newell Rubbermaid helpspeople flourish every day

where they live, learn,work and play.

oUr ValUesThe values of Newell Rubbermaid set a standard for employees and are representative of our corporate brand:

We encourage everyone to take responsibility, to take action and to grow with integrity. We grant people the freedom to operate within our strategic framework – ensuring a strong balance of creativity, autonomy and disciplined decision-making. We strive to do the right thing for all stakeholders.

our entrepreneurialspirit ignites

Growth

We foster teamwork and collaboration within our business, the marketplace and our communities around the world. We know that individual success is linked to the success of the whole – our Company, our society, our planet. We create and nurture relationships that are built on respect and rapport.

our interdependence

Drives success

We deliver best-in-class results by innovating our processes, business models and products. We realize that if we are not evolving, we are not succeeding. Our innovations are driven by meaningful insights that help us adapt to an ever-changing world.

We thrivethrough

innovation

We love our brands. Consumers love them too, because we give them something that matters. We give them more than a product – we give them a way to be better at what they do. Our employees share this passion for and love of our brands, and the experiences that consumers have with them – it’s what drives us.

our brands inspire passion

We throw our whole selves – our expertise as business people and our experience as human beings – into our work. By bringing our lives to bear on our brands, we grow personally and professionally while making our brands meaningful beacons that endure. When we bring what matters to work, we grow what matters to the world.

We bring What Matters to our Work


PURPOSE

Newell Rubbermaid At-A-glance

our Key brands

our operational structure

Business Segments

• Tools• Commercial Products• Writing• Baby & Parenting• Home Solutions

our purpose

Newell Rubbermaid helps people flourish every day, where they live, learn, work and play.

our Facilities

19,000

our Global Market

Billion + For Top Categories

$120

Approximate Employees Worldwide

We are headquartered in Atlanta, georgia, USA, with manufacturing facilities and offices located around the world, including in North America; South America; Europe, Middle East & Africa; and Asia Pacific. Our products are sold in more than 100 countries globally.

our Key Customers

• Mass Merchandisers• Discount Stores• Home Centers• Warehouse Clubs• Office Superstores• Commercial Distributors

the refillable sharpie stainless steel permanent Marker™. it’s the most elegant sharpie yet, and its ink cartridge can be replaced over and over again for years of use.


PURPOSE

Economic SustainabilityBased on our belief that growth is Newell Rubbermaid’s primary source of long-term value creation, we introduced the Growth Game plan in February 2012. the Growth Game plan is a transformative strategy calling for sharper portfolio choices in order to accelerate growth in our businesses with the greatest right to win, strengthen our market share positions in the developed world and expand our geographic footprint in a select group of businesses with attractive growth potential. By creating clear portfolio choices and a consistent view of how to win in the marketplace, the Growth Game plan is designed to accelerate performance and make Newell Rubbermaid a bigger, faster-growing, more global, more profitable company.

$5.58 Billion2012 net sales

� Home Solutions $1,553.8 Million

� Writing $1,724.2 Million

� Tools$806.1 Million

2012 Sales By Business Segment

� Commercial Products$759.7 Million

� Baby & Parenting$736.1 Million


PURPOSE

governance & EthicsNewell Rubbermaid is a publicly held company that trades on the New York Stock Exchange under the ticker symbol “NWL.” We are committed to applying the highest standards of corporate governance and ethics to our organization with an emphasis on transparency and accountability.

The Board of Directors is our highest governing body and is comprised of 12 directors, the majority of whom must be independent. Currently, the Chairman of the Board is a non-executive of the Company. There are six Board committees: Audit, Chairman’s Executive, Nominating/Governance, Organizational Development & Compensation, Special Finance and Pension & Investment. The Board conducts an annual review of its own performance to determine whether the Board and its committees are functioning effectively and are in compliance with its Corporate Governance Guidelines.

The following documents on our corporate website http://ir.newellrubbermaid.com/investor-relations/corporate-governance/essential-governance-docu-ments/default.aspx provide more detail about the policies and processes associated with our corporate governance and ethical conduct:

• Corporate governance guidelines• Code of Ethics for Senior Financial Officers• Communications with the Board of Directors• Reporting Allegations Relating to Accounting Matters• Our Code of Conduct and Ethics (North America, Latin America, APAC)• Code of Business Conduct and Ethics (EMEA)

board of DirectorsAs of June 30, 2013

Michael b. polkPresident and Chief Executive Officer

Michael t. Cowhig2*

Chairman of the Board – Newell Rubbermaid Inc. and former President, Global Technical and Manufacturing – The Procter & Gamble Company

thomas e. Clarke2,3,4*

President of New Business Ventures – Nike, Inc.

Kevin C. Conroy1,4

President, Univision Interactive Media, Inc. – Univision Communications, Inc.

scott s. Cowen1,4,5

President and Seymour S Goodman Memorial Professor of Business – Tulane University

elizabeth Cuthbert-Millett3,4

Private Investor

Domenico De sole3

Chairman – Tom Ford International

Cynthia a. Montgomery1

Timken Professor of Business Administration – Harvard University Graduate School of Business

Jose ignacio perez-lizaur1

Former Executive – Wal-Mart Stores, Inc.

steven J. strobel1*,2,5,6

Former Executive Vice President and Chief Financial Officer – BlueStar Energy Solutions

Michael a. todman1,4,6

President – Whirlpool International

raymond G. Viault2,3*,4

Former Vice Chairman – General Mills, Inc.

1 Audit Committee2 Chairman’s Executive Committee3 Nominating/Governance Committee4 Organizational Development & Compensation

Committee5 Special Finance Committee6 Pension & Investment Committee* Denotes committee chair

http://ir.newellrubbermaid.com/investor-relations/corporate-governance/essential-governance-documents/default.aspx




PeoPle

HELPINg OUR PEOPLE FLOURISHFor Newell Rubbermaid, our people exemplify the intersection of corporate responsibility and business strategy. Simply put, when our workforce of more than 19,000 individuals grows and flourishes, our Company follows suit.

How we attract, engage, grow and reward our employees is inextricably linked to our commitment to be a faster-growing, more global and more profitable company. It is only through the efforts of our people that our Growth Game Plan moves beyond a corporate strategy and comes to life to drive dynamic, vital business expansion. Moreover, our purpose as a Company to help people flourish every day must first be applied to our own people before external stakeholders can successfully realize the benefits.


PeoPle

Building a Performance CultureTo be fully aligned with our Growth Game Plan strategy, our workforce strategy is structured around two capabilities – Development, our brand and category development activities, and Delivery, our market execution activities. These two interdependent and equal pillars share responsibility for driving growth and delivering results. Other functions like HR, Finance and IT serve as business partners to these two pillars.

In the course of implementing this huge organizational transformation, our highly collaborative, team-oriented employees continue to deliver results, while simultaneously driving change.

A new performance and career management philosophy, which we call performance plus, is designed to build a performance culture that emphasizes each employee’s personal accountability for bringing the Growth Game Plan to life. Through Performance Plus, employees benefit in a number of important ways, including:

• a clear understanding of how their actions connect to an outcome in the marketplace. Individual performance objectives are directly linked to the Growth Game Plan,

• a framework for coaching and development. Managers create a development plan for each employee that supports career growth throughout the year, and

• a measurement standard that aligns employee performance with rewards. Superior results are rewarded both monetarily and with additional learning and development opportunities.

The structure established by the Growth Game Plan expands opportunities at every step. A flattened organization means individual roles are bigger, more challenging and more professionally fulfilling. And, because we now are organized around discrete functions rather than lines of business, opportunities abound for employees to carry out new roles, supporting new products in new geographies.

The Newell Rubbermaid Employee Experience is a seamless life cycle that successfully evolves as an individual moves through his or her career with the Company.


PeoPle

Winning With great talentOur Growth Game Plan identifies building a global, high-performance talent base as one of our 5 Ways to Win. To do so, Global Talent Acquisition serves as a talent solution provider to attract and secure a diverse, highly qualified and culturally aligned employee base focused on helping us bring the Growth Game Plan to life.

The decision to house the majority of our recruiting activities internally is a strategic one designed to ensure there is a strong fit between candidate and Company. Our approach is intensely focused on identifying people who demonstrate a natural ability to embrace our corporate values.

Attracting talent is both an internal and an external proposition. We envision no better pool of high-performing, culturally aligned candidates than our own global employee base, but when we do recruit externally, we are dedicated to taking full advantage of the wide variety of new and evolving communication and social networking resources as well as traditional channels. We are committed to being at the forefront of attracting the highest caliber people from around the globe.

Come Work With Us

Find out more about working for newell rubbermaid, including information on our total rewards benefits package at:

www.newellrubbermaid.com/Careers


PeoPle

Driving Performance through EngagementOur Global Engagement initiative is based on the simple theory that the more employees invest their hearts and minds into their careers, the greater the benefit individually as well as for Newell Rubbermaid. Companies that effectively engage employees generate a 22 percent higher average return for their shareholders, research has shown. And, not surprisingly, these companies experience higher productivity and lower turnover rates among their workforce.

An emotionally and intellectually engaged employee consistently speaks positively about the organization, has an intense desire to be part of the organization and exerts extra effort that contributes to sustained business performance and success. In short, engaged employees are great workers, and we are committed to world-class standards of employee engagement as we execute the Growth Game Plan.

During 2012, for the second consecutive year, we commissioned a third party to conduct a global employee engagement survey to capture employee opinions, perceptions and reactions. With a response rate of more than 71 percent, we found our overall employee engagement score was above average when compared to our consumer durables peers, but below our goal of best global employers.

We are using the data to benchmark against best-in-class companies, analyze by sub-demographic and regional groups and, most importantly, drive our decision-making as we develop employee engagement initiatives. Survey results provide feedback about how employees perceive Newell Rubbermaid’s current culture and how well those perceptions align with our employee value proposition. Data has been shared with leadership teams and employees across the Company to continually enhance our employee experience and to drive deeper levels of job satisfaction and engagement across our global workforce.

eMployee CoMMUniCationThough we have many ways to drive employee engagement, effective communication is among the most important. This is an area where we are particularly focused on evolving our behavior as an organization. Traditionally, employee communication in many companies takes a top-down, centrally controlled, one-way approach . . . and generally fails to excite engagement.

The fact is, the world now communicates differently, and so must we. Accordingly, we are shifting how we communicate, to move from one-way information dissemination into a multidimensional dialogue that flows through the Company organically. This includes beginning to utilize multiple channels to create convenient, accessible, 24/7 communications so employees can share more meaningful, timely and authentic user-generated content in an open and honest dialogue that builds trust and empowers employees.


PeoPle

black employees achieving, Connecting & operating in newell rubbermaid

newell rubbermaid asian american professional advocates

Hispanic organization for latinos at newell rubbermaid

Mission

BEACON is committed to making Newell Rubbermaid an employer of choice for Black employees globally.

Mission

NAAPA’s mission is to support an inclusive and diverse environment to recruit, develop and retain Asian American employees in order to deliver best-in-class results and build Brands That Matter™.

Mission

To create an Hispanic employee resource group to support individual growth and business initiatives that promote the richness of the Hispanic culture and to identify areas for improvement in the attraction, retention and engagement of Hispanic employees assisting our quest to more effectively market our brands to the Hispanic consumer.

Inclusion, Diversity & global ReadinessNewell Rubbermaid has long fostered a workplace that values a diversity of functions, teams, processes and qualities and includes every individual to help drive business success.

Diversity of thought and perspective is critical to business development. That’s why we have set out to strengthen our organization, not only through inclusion and diversity but also by building a talent base that is rich in cultural and global perspective. Our Growth Game Plan is focused on building market share in our home markets while also extending our borders and developing our brands with consumers in the emerging world.

We need people in our organization who can view the world through the lens of our prospective consumers in the markets where we anticipate future growth. That happens most easily when people who have lived and worked in those markets use that perspective to develop our plans and also shape the perspective of their colleagues.

The principles that underpin the drive for broader gender and ethnicity representation in our company are the same that drive greater global and cultural perspective. These commitments work as complements to each other and are essential to the achievement of our business goals.

We have six Employee Resource Groups (ERGs) in place to further develop our Inclusion, Diversity & Global Readiness agenda through employee input and feedback.


PeoPle

Dedicated to engaging young professionals at newell rubbermaid

Mission

To promote an open and accepting work environment for Newell Rubbermaid’s lesbian, gay, bisexual and transgender employees and their allies through education, networking and workplace collaboration to better reach the LGBT community as potential customers, consumers and employees.

Mission

To engage employees in making Newell Rubbermaid an employer of choice and building Brands That Matter™ for women throughout the world.

Mission

YNWL seeks to engage young professionals in their personal and professional development. Members are given opportunities to network within their organization, as well as promote the important role young professionals play in the community and at Newell Rubbermaid.

out and proud for equality at newell rubbermaid

Women in newell rubbermaid – Working, inspiring, networking

Inclusion, Diversity & global Readiness continued


PeoPle

“at newell rubbermaid, the perspective that comes from diverse experiences and backgrounds unlocks new ideas and creates value across every part of our business. We are committed to growing with suppliers who reflect the diversity of the marketplace.” Michael Polk, President and Chief Executive Officer

Supplier DiversityDiversity at Newell Rubbermaid extends to our suppliers. By partnering with a diverse set of suppliers, we are able to better understand and serve our global and diverse consumer base. Our Supplier Diversity program ensures that diverse businesses have a fair and equitable opportunity to participate in any outsourced Newell Rubbermaid projects. Ultimately, robust supplier diversity practices contribute to our ability to provide innovative, quality products to our consumers and grow our Brands That Matter™.

For suppliers, the opportunity to work with a large, global public company can be a game changer. “Working with Newell Rubbermaid has been mutually beneficial,” explains John Rupcich, President and CEO of Life Style Staffing. “It has allowed us to grow from a local company to one with a global reach. We are able to work with consumers around the world, which never would have been possible without this partnership.”

We work with seven major types of diverse suppliers: Disadvantaged Business Enterprise, Historically Underutilized Business (HUB), Minority- and Women-Owned Business Enterprise, Minority Business Enterprise, SBA 8(a) Business Development Program, Small Disadvantaged Business Enterprise and Woman-Owned Business Enterprise. The National Minority Supplier Development Council (NMSDC) or the Women’s Business Enterprise National Council (WBENC) must certify suppliers in order to be considered by our program.

In addition to these certifications, we look for suppliers who echo our corporate values by demonstrating acumen for product innovation; fostering a collaborative culture; offering best-in-class pricing, quality and service; and continually investing to improve people, processes, products and safety. To learn more about partnering with Newell Rubbermaid, please go to Do business With Us at www.newellrubbermaid.com/ourCompany.

Supplier Diversity Annual Spending Including SBEs(in millions of dollars)

2011 $89.4

2012 $82.0

2010 $72.7

2009 $42.6


PeoPle

Employee Health & SafetyOur health and safety goal is simple – provide a safe work environment for all of our people and eliminate all incidents associated with Newell Rubbermaid activities, products and services. We will accomplish this through leadership commitment, following a well-defined, proactive safety process, acting globally and thinking locally, promoting involvement, and recognizing and building on our successes. Safety must be present in every aspect of our product life cycle – from the suppliers with whom we partner, to the employees who build and distribute our products, to our customers that sell our products, and finally to the consumer who uses our products.

To track the results of our efforts we will use the Global Recordable Incident Rate as our lagging metric and Safety Excellence And Leadership (SEAL) score as our leading indicator. Our historical performance and goals are as follows:

Global Recordable Incident Rate(Goal: Reduce Global Recordable Incident Rate to <1.0)

4.0

3.02.5

1.81.2 .85 .71

05 06 07 08 09 10 11 12

.65

Global SEAL Score(Goal: Improve the SEAL Score to >80%)

64% 59% 60% 57%66% 70% 77%

05 06 07 08 09 10 11 12

82%

Global Recordable Incident Rate measures the total recordable incidents for every 100 employees working 200,000 hours per year. The base for recording follows the United States Occupational Safety and Health Administration (OSHA) total recordable incident reporting criteria.

SEAL is an incident prevention roadmap that establishes a consistent set of safety expectations for all of our global locations. The assessment is a diagnostic tool. The SEAL score is the percentage of points achieved versus points possible on the assessment.


Planet

HELPINg OUR PLANEt FLOURISHAs a global marketer of consumer and commercial products that touch the lives of millions of people around the world every day, Newell Rubbermaid is uniquely positioned to help create a more sustainable world. Our emphasis on being a responsible steward of the environment enables consumers to fulfill their aspirations to live and work more sustainably. Moreover, our commitment to high levels of environmental performance in the design, manufacture, marketing and distribution of products conserves resources and reduces unwelcome impacts.

To surpass mere incremental improvements and achieve significant environmental gains requires both product and process innovation. Today at Newell Rubbermaid, we’re designing products and optimizing business processes to minimize inputs and impacts on the environment.


Planet

Our Commitment to Environmental SustainabilityOur Environmental Sustainability Strategy implements a holistic, centrally led governance and management approach that focuses on developing internal, cross-functional networks and programs in two key areas: operations and supply chain, and products and packaging. We support both areas with interactive dialogue, purposeful collaboration and valuable partnerships with internal and external stakeholders.

Through a relentless focus on more sustainable products and more sustainable operations, we’re doing our part to help our world flourish.

We strive to be an eco-efficient company through:

eMpoWerinG our employees, through education and training, to apply environmental sustainability principles in their daily work. We encourage sharing of best practices and provide employees with resources for advancing our environmental sustainability agenda through activities, including annual summits and a sustainability-focused online curriculum.

enGaGinG a wide array of stakeholders to foster collaboration and develop mutually beneficial initiatives and solutions. These stakeholders include consumers, customers, suppliers, employees, shareholders and the communities in which we operate; and

striVinG to integrate environmental sustainability across the entire organization, including in our business processes, product design and day-to-day decision- making. We use Life Cycle Analysis tools to quantify the environmental impact of our products throughout all the phases of their development, use and disposition at end of usable life;

artiCUlatinG our shared objectives, assigning clear roles and responsibilities, and appropriately resourcing our environmental sustainability initiatives. We track our performance and hold teams accountable for results;

MaintaininG our commitments to meet or exceed all environmental requirements and standards applicable to our operations globally; reduce operational impacts on the environment; and incorporate environmental sustainability principles into how we conduct business, in accordance with our code of business conduct and ethics;


Planet

Sustainable ProductsOur emphasis on long product life is a cornerstone of our commitment to design, manufacture and market sustainable products. Producing durable products is but one of many ways we achieve greater eco-efficiency. Our disciplined Life Cycle Analysis process calculates the environmental impact of extracting and processing raw materials, and of the manufacturing, packaging, distribution and retailing of a product, as well as its disposal at end of life. Because the choices made at each step of the product life cycle have an effect on the environment, we embed environmental sustainability considerations across the organization. During 2012, we created a sustainable brand tool, which was piloted with our Paper Mate business to discover the potential implications of integrating sustainability features into brand strategy.

Survey data makes clear that substantial majorities of consumers prefer companies that are transparent about environmental responsibility efforts and that offer environmentally friendly products that minimize packaging and are easily recycled. We regularly engage with consumers to take the pulse of their needs and expectations for eco-efficient products, and we leverage those insights into our product development processes. Made to last – with eco-efficiency in mind – today, more than ever, that’s a Newell Rubbermaid product.

a ValUable tool to MeasUre enVironMental iMpaCtsCreating more eco-efficient products starts with evaluating the sustainability of existing products. Life Cycle Analysis (LCA) quantifies the environmental impact of an item throughout its entire life cycle, from cradle to grave. In addition to assessing the impacts associated with the production of the product itself, LCA measures both the upstream impact of the energy and materials used and the downstream impact of the use of a product, as well as its final disposal. In addition, the Newell Rubbermaid Product Environmental Sustainability Calculator is a streamlined LCA tool that uses data about a product to compute the likely environmental impact at each stage of its life cycle.

This chart illustrates how LCA is used to assess the environmental impacts of a simple plastic basket. The tool takes into account the impact associated with oil extraction and refining, plastic production and delivery to a manufacturing facility, the energy, water and process materials used to manufacture the basket, the distribution of the item to retail locations, its use by the end-consumer and its impact upon entering the waste stream at end of life.

Raw MaterialExtraction

Raw MaterialProcessing

Manufacturingand Assembly

Packaging andDistribution Retail Use End of Life

Life Cycle of a Simple Rubbermaid Plastic Laundry Basket


Planet

the Hidden recycler: product benefits you Can’t Miss

HyGen™: the transformational Green Cleaning solution

refill reuse™ Water bottles: Delivering Value and eco-efficiency

Rubbermaid continues to add convenience to the home recycling category with the Hidden Recycler. Fully washable and manufactured from 65 percent post-consumer resin, it easily attaches inside a cabinet door to collect recyclables – keeping countertops clear. this smart, durable recycling solution holds up to 35 uncrushed cans in its five-gallon bag.

In schools, offices, hospitals and other facilities, traditional mop and bucket floor cleaning systems waste both water and chemicals – and they’re not as hygienic as they should be. HYgEN™, Rubbermaid Commercial Products’ microfiber cleaning system, efficiently fights dirt and microbes to maintain healthy environments. Its microfiber pads can be washed and reused up to 500 times. Introduced in 2011, the Rubbermaid Commercial Products HYgEN Clean Water System features the industry’s first integrated water filter built into a mop bucket. Users can continue mopping with clean water throughout the work day – an innovation that can reduce water and chemical usage by 75 percent and save thousands of dollars in annual maintenance costs.

It’s no secret that reusable water bottles are far more environmentally friendly than single-use bottled water. But containers like the Rubbermaid Premium Chug Bottle “up the sustainability ante” even further. they are BPA-free, dishwasher and freezer safe, and they’re made with stain- and odor-resistant tritan™. A Life Cycle Analysis found that Rubbermaid Refill Reuse™ bottles have lower environmental impact across a range of categories – from energy demand, global warming and toxicity – when compared to virgin aluminum bottles.

Sustainable Products continued


Planet

reveal™: More affordable Floor Cleaning that’s sustainable too

ecoUrinal™: a Winning solution that Conserves 40,000 Gallons of Water per year

paper Mate Mechanical pencils: new technology extends life

With a hygienic, 100 percent waterless design, Rubbermaid Commercial Products’ ecoUrinal™ conserves 40,000 gallons of water per year and earns LEED credits when installed in commercial restrooms. Its economical, innovative cartridge contains an enzyme tablet that prevents odors – and the cartridge lasts 10 years. Compared to competitor systems, the ecoUrinal also saves thousands of dollars in supplies while conserving hundreds of thousands of gallons of water over its product life.

the Rubbermaid Reveal™ Microfiber Spray Mop gets floors cleaner – removing 50 percent more dust and dirt than traditional sponge mops – conserves resources and costs less. In fact, Reveal can help consumers save up to $50 per year in supplies alone. Unlike other cleaning systems with disposable wipes, Reveal’s microfiber cleaning pad can be used over and over again. And its refillable spray bottle accepts inexpensive cleaning solutions, or just plain hot water. that’s eco-efficiency at its best!

Based on our insights, frustration with lead jamming in mechanical pencils and worn-down erasers is one of the main reasons people throw them away prematurely. Our Paper Mate Clearpoint® Elite features a revolutionary lead shield technology that protects against internal lead breakage that often leads to jamming, while the Paper Mate Quick Flip features a unique dual-ended, two-in-one eraser that erases twice as many mistakes. Both products extend durability and prevent useful materials from going to the landfill. Also, our Paper Mate Earthwrite® pencil is made of 100 percent recycled cedar and is SFI-certified, meaning that it does not contain rainforest wood.


Planet

Sustainable PackagingReducing the size, cost and impacts of product packaging is a key component of Newell Rubbermaid’s environmental sustainability strategy. Packaging that is more efficient creates efficiencies at every phase of the supply chain. Fewer resources are required when the product is prepared for sale, and less energy is required for shipment – reducing greenhouse gas emissions.

Our continued focus on smart packaging solutions secured new efficiency wins in 2012. Based on shared best practices, our Irwin team helped our Writing team with a more efficient collapsible packaging design that increased quantity per pallet from four to 12, resulting in material optimization and transportation savings. The new packaging also eliminated the need for a 24x20 pallet for each in-store display, which helped save costs and materials as well. Similarly, by using this collapsible design, Dymo was able to save nearly $10 per display on packaging cost compared to other design alternatives.

In another Writing project, Parker and Waterman packaging changed in terms of size and design to result in less material use, toxicity and carbon. By using Polyethylene terephthalate (PET) instead of plastic PVC and covering only the pen rather than the overall cardboard, 87 percent less material is needed. Comparing the material carbon footprint from a cradle-to-grave perspective, this switch in materials also reduces carbon per unit 75 percent from the baseline product.

Sustainable Operations & Supply ChainIn 2012, we marked further progress in our journey to achieve Newell Rubbermaid’s vision of becoming an eco-efficient company. We implemented new and better mechanisms to measure the success of our initiatives to reduce water and energy usage, lower emissions, increase recycling and reduce the generation of waste.

Our Environmental Sustainability Excellence (ESX) program across six of our facilities provides a measurable scorecard system for environmental excellence. The ESX program helps facility teams achieve both environmental improvements and business benefits through:

• Improved environmental compliance and environmental risk management;• Pollution prevention and energy and water conservation, with corresponding cost savings;• Greater levels of engagement with external stakeholders, including customers, consumers and regulators; and• Enhancements to employee engagement and morale, and to the Company’s profile as we attract new employees.

We are committed to ensuring that the suppliers and partners with whom we do business share our values and views around environmental stewardship and social responsibility. We have a formal policy in place to address the issue of “conflict minerals” as defined in the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010. Similarly, we also have standards in place to comply with the California Transparency in Supply Chains Act of 2010. To read a full discussion of both these policies, visit http://www.newellrubbermaid.com/ourCompany/DobusinessWithUs/Foroursuppliers/pages/businessethics.aspx.


Planet

{ HoW Green Can an oFFiCe be? }Our Green Office program raises environmental awareness among employees and builds the foundation of our environmental sustainability culture. The campaign encourages environmentally responsible employee behavior, promotes the use of energy-efficient and environmentally friendly office equipment and supplies, and provides training on best practices and communications to keep employees up to date on our efforts.

Our Green Office champions – called the Green Team – drive sustainable practices such as increased recycling, carpooling and more eco-friendly purchasing in many Newell Rubbermaid offices worldwide. The Green Team’s advocacy for Energy Awareness Month and Green Week activities heighten employee involvement and commitment to the cause.

{ sUstainability tarGet: reDUCeD enerGy ConsUMption anD Costs }Our energy strategy aligns with our overall sustainable business objectives of lowering operating costs and improving competitive position in the marketplace. We have established a goal of 15 percent energy reduction by 2015 from our 2009 baseline and have designed effective programs to execute the goal.

Work to date includes defining energy metric collection procedures, identifying benchmarking parameters and installing energy management protocols. Our increased understanding of real-time process data has resulted in energy-cost-savings opportunities, such as the installation of more energy-efficient lighting and other capital investments. These savings totaled approximately $500,000 in 2012 across five manufacturing facilities. Our Rubbermaid Commercial Products plant in Winchester, Virginia, cut $250,000 in utility costs by improving the chiller and lighting. In our Home Solutions plant in Winfield, Kansas, we achieved $67,000 in cost savings by improving the compressed air system and pipe layout and reducing leaks. At our Lenox Tools manufacturing facility in East Longmeadow, Massachusetts, we reduced energy costs by $45,000 by replacing HID lighting with induction lighting. We also continue to rely on our Energy University program to boost knowledge and understanding about important energy-reduction practices among employees throughout Newell Rubbermaid. Energy University courses that reach personnel in 28 plants around the world allow us to standardize practices and take advantage of opportunities that will result in faster product implementation and lower capital costs.

{ tappinG tHe best MinDs to eXpanD oUr sUstainability sKillset }Newell Rubbermaid conducts regular ongoing educational opportunities, training and meetings, such as the Green Product Innovation and Marketing Summit. We bring in outside experts and industry peers to share their perspectives on how best-in-class companies pursue brand and product sustainability. Internal presenters provide updates on sustainability integration across several functional areas, as well as mechanisms to fully embed eco-efficiency into our Consumer Driven Innovation processes as an element in our focus on developing green products that best fit consumer lifestyles.


Planet

Environmental Performance Data

Energy Usage(MWh)

449,153117,7882012

501,132133,6742011

490,321153,6332010

Natural GasElectricity

471,292138,7382009

Water Usage(m3)

647,832581,5152012

589,746699,918

2011

670,518760,113

2010

Water WithdrawnWater Discharged

405,293687,131

2009

Greenhouse Gas Emissions(Tonnes of CO2)

279,22721,5332012

305,66024,4432011

298,78628,0972010

Emissions from Natural Gas Combustion

Emissions from Purchased Electricity

289,66524,9802009

Hazardous Waste Generation(MT)

214865

1,0822012

201,239

4532011

96912

6212010

Landfilled/DisposedIncinerated

Recycled/Reused

77681

6342009

Non-Hazardous Waste Generation(MT)

.352,120

10,8192012

01,761

10,0862011

256

326

1,81110,503

2010

Landfilled/DisposedIncinerated

Recycled/Reused

2,16311,280

2009


PhilanthroPy

HELPINg OUR SOCIEtY FLOURISHInvesting in Community is an essential part of fulfilling our purpose to help people flourish every day in the places where they live, learn, work and play. Our investments range from the time and talents of our employees around the world to product donations and cash grants to support a variety of community initiatives. We have three primary vehicles through which we direct our investments: The Newell Rubbermaid Foundation, a Corporate Contributions program and Employee Volunteerism.

newell rubbermaid Foundation:a private foundation wholly funded by newell rubbermaid

Corporate Contributions:Donations, cash or in-kind, that are made through our Company

Volunteerism:initiatives through which our employees donate their time and talents

to read more about newell rubbermaid’s philanthropy commitments, please see our investing in Community website at www.newellrubbermaidfoundation.org.

Newell Rubbermaid Inc.3 glenlake Parkway Atlanta, gA 30328 [email protected]

2012 - Corporate Social Responsibility...

Documents

Transcript of 2012 - Corporate Social Responsibility...